10.Conflict & Negotiation

8/13/2019 10.Conflict & Negotiation

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Conflict and Negotiation


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Conflict

Conflict Defined A process that begins when one party perceives that

another party has negatively affected, or is about tonegatively affect, something that the first party caresabout.

Is that point in an ongoing activity when an interactioncrosses over to become an interparty conflict.

Encompasses a wide range of conflicts that peopleexperience in organizations

Incompatibility of goals

Differences over interpretations of facts

Disagreements based on behavioral expectations


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Transitions in Conflict Thought

Causes:

Poor communication

Lack of openness Failure to respond to

employee needs

Traditional View of Conflict

The belief that all conflict is harmful and must beavoided.


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Transitions in Conflict Thought (contd)

Human Relations View of Conflict

The belief that conflict is a natural and inevitableoutcome in any group.

Interactionist View of Conflict

The belief that conflict is not onlya positive force in a group but thatit is absolutely necessary for agroup to perform effectively.


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Functional versus Dysfunctional Conflict

Functional Conflict

Conflict that supports the goalsof the group and improves itsperformance.

Dysfunctional Conflict

Conflict that hindersgroup performance.(Negative)

(Positive)


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Conflict and Unit Performance


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Types of Conflict

Task ConflictConflicts over content andgoals of the work.

Relationship Conflict

Conflict based oninterpersonal relationships.

Process Conflict

Conflict over how work gets done.


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The Conflict Process


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Stage I: Potential Opposition or Incompatibility

Communication Semantic difficulties, misunderstandings, and noise

Structure

Size and specialization of jobs

Role ambiguity Member/goal incompatibility

Leadership styles (close or participative)

Reward systems (win-lose)

Dependence/interdependence of groups Personal Variables

Differing individual value systems

Personality types


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Stage II: Cognition and Personalization

Positive FeelingsNegative Emotions

Conflict Definition

Perceived ConflictAwareness by one or moreparties of the existence ofconditions that createopportunities for conflict to

arise.

Felt ConflictEmotional involvement in aconflict creating anxiety,tenseness, frustration, orhostility.


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Stage III: Intentions

Cooperativeness:

Attempting to satisfy the other partysconcerns.

Assertiveness: Attempting to satisfy ones own concerns.

Intentions

Decisions to act in a given way.


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Dimensions of Conflict-Handling Intentions


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Stage III: Intentions (contd)

Competing

A desire to satisfy ones interests, regardless of theimpact on the other party to the conflict.

Collaborating

A situation in which the parties to a conflict eachdesire to satisfy fully the concerns of all parties.

Avoiding

The desire to withdraw from or suppress a conflict.


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Stage III: Intentions (contd)

Accommodating

The willingness of one party in a conflict to place theopponents interests above his or her own.

Compromising

A situation in which each party to a conflict iswilling to give up something.


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USE.Competition

When quick, decisive action is vital (in

emergencies); on important issues.

Where unpopular actions need implementing (in

cost cutting, enforcing unpopular rules,

discipline). On issues vital to the organizations welfare.

When you know youre right.

Against people who take advantage ofnoncompetitive behavior.


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USE ..Collaboration

To find an integrative solution when both sets of

concerns are too important to be compromised.

When your objective is to learn.

To merge insights from people with different

perspectives.

To gain commitment by incorporating concerns

into a consensus.

To work through feelings that have interfered witha relationship.


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USE.Avoidance

When an issue is trivial, or more important issues

are pressing.

When you perceive no chance of satisfying your

concerns.

When potential disruption outweighs the benefits

of resolution.

To let people cool down and regain perspective.

When gathering information supersedes

immediate decision.

When others can resolve the conflict effectively.


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USE.Accommodation

When you find youre wrong and to allow a better

position to be heard.

To learn, and to show your reasonableness.

When issues are more important to others than to

yourself and to satisfy others and maintain

cooperation.

To minimize loss when outmatched and losing.

When harmony and stability are especially

important.

To allow employees to develop by learning from

mistakes.


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USECompromise

When goals are important but not worth the effort

of potential disruption of more assertive

approaches.

When opponents with equal power are committed

to mutually exclusive goals.

To achieve temporary settlements to complex

issues.

To arrive at expedient solutions under time

pressure.

As a backup when collaboration or competition is

unsuccessful.


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Stage IV: Behavior

Conflict ManagementThe use of resolution and stimulation techniques toachieve the desired level of conflict.


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Conflict Management Techniques

Conflict Resolution Techniques

Problem solving

Superordinate goals

Expansion of resources Avoidance

Smoothing

Compromise

Authoritative command

Altering the human variable

Altering the structural variables


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Conflict Management Techniques

Conflict Resolution Techniques

Communication

Bringing in outsiders

Restructuring the organization Appointing a devils advocate


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Stage V: Outcomes

Functional Outcomes from Conflict

Increased group performance

Improved quality of decisions

Stimulation of creativity and innovation

Encouragement of interest and curiosity

Provision of a medium for problem-solving

Creation of an environment for self-evaluation and

change

Creating Functional Conflict

Reward dissent and punish conflict avoiders


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Stage V: Outcomes

Dysfunctional Outcomes from Conflict

Development of discontent

Reduced group effectiveness

Retarded communication

Reduced group cohesiveness

Infighting among group members overcomes groupgoals


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Thirds Parties and Conflict Resolution

Mediation Neutral third party attempts to find mutually beneficial

trade-offs, suggests alternatives, & serves as asounding board for the conflicting parties

Arbitration

Neutral third party can dictate an agreement

Allows parties to avoid the high-costs of going to trial

Always results in settlement


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Negotiation

Definition: It is the process of finding an agreementthat is satisfactory to all of the groups/individualsinvolved.

It is used to ensure a win-win situation.

Negotiation is best when it includes the members inconflict and peers who are stakeholders in the process

Or, a third party may be called when ongoing conflictresolution/negotiation does not work among the teammembers.


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Characteristics of a Successful Negotiation

It should:

Be timely and effective with the parties

Produce an agreement that results in a resolution ofthe conflict and a revitalized team process

Improve the relationships between the individuals,strengthening the team


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Negotiation

NegotiationA process in which two or more parties exchangegoods or services and attempt to agree on theexchange rate for them.

BATNA

The BestAlternative To aNegotiatedAgreement; thelowest acceptable value(outcome) to an individualfor a negotiated agreement.


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Bargaining Strategies

Integrative Bargaining

Negotiation that seeks one or more settlements thatcan create a win-win solution.

Distributive BargainingNegotiation that seeks to divide up a fixed amountof resources; a win-lose situation.


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The

Negotiation

Process

BATNA

The BestAlternative To aNegotiatedAgreement; thelowest acceptable value

(outcome) to an individualfor a negotiated agreement.


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Third-Party Negotiations

MediatorA neutral third party who facilitates a negotiatedsolution by using reasoning, persuasion, andsuggestions for alternatives.

Arbitrator

A third party to a negotiationwho has the authority todictate an agreement.


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Third-Party Negotiations (contd)

Consultant

An impartial third party, skilled inconflict management, who attempts

to facilitate creative problemsolving through communication andanalysis.

Conciliator

A trusted third party who provides aninformal communication link betweenthe negotiator and the opponent.

10.Conflict & Negotiation

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