11-Conflict & Negotiation

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Chapter 12 1

Organizational Behavior:

Conflict and Negotiation


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ConflictConflict

Functional (Constructive) conflict serves theorganizations interests while

dysfunctional conflictdysfunctional conflict threatensthe organizationsinterests.

Conflict:Conflict:The process in which one party perceives that itsinterests are being opposed or negatively affected by another

party.


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Positive

Outcomes

Low Moderate Highe

Browns Conflict Continuum

Too LittleConflict

Too MuchConflict

Neutral

Negative

Intensity

Appropriate

Conflict


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The Conflict Process

Sources ofSources ofConflictConflict

ManifestManifestConflictConflict

ConflictConflictOutcomesOutcomes

Perceived

Conflict

Felt

Conflict


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Desired Outcomes of ConflictDesired Outcomes of Conflict

AgreementAg

reement:Strive for equitable and fairagreements that last.

Stronger relationships:Strong

er relationships:Build bridges of

goodwill and trust for the future.Learning:Learning

:Greater self-awareness and creativeproblem solving.


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Sources of ConflictGoalGoalIncompatibilityIncompatibility

Different ValuesDifferent Values

and Beliefsand Beliefs

Goals conflict with goals of others

Different beliefs due to uniquebackground, experience, training

Caused by specialized tasks, careers

Explains misunderstanding in cross-cultural and merger relations


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TaskTask

InterdependenceInterdependence

ScarceScarce

ResourcesResources

AmbiguityAmbiguity

Increases competition for resources

to fulfill goals

Lack of rules guiding relations Encourages political tactics


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TaskTask

InterdependenceInterdependence

ScarceScarce

ResourcesResources

AmbiguityAmbiguity

CommunicationCommunication

ProblemsProblems

Lack of opportunity--reliance on stereotypes

Lack of ability-- arrogant communication

heightens conflict perceptionLack of motivation

-- conflict causes lower motivationto communicate, increasesstereotyping


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Conflict Management Styles:Orientations

Win-win orientation You believe parties will find a mutually beneficial

solution to their disagreement

Win-lose orientation You believe that the more one party receives,

the less the other receives

Tends to escalate conflict, use of power/politics


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Tips for Managers Whose EmployeesTips for Managers Whose Employees

Are Having a Personality ConflictAre Having a Personality Conflict

1. Follow company policies for diversity, anti-discrimination, and sexual harassment.

2. Investigate and document conflict.

3. If appropriate, take corrective action (e.g., feedback orB Mod).

4. If necessary, attempt informal dispute resolution.

5. Refer difficult conflicts to human resource specialists orhired counselors for formal resolution attempts andother interventions.


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Skills and Best Practices: How to BuildSkills and Best Practices: How to Build

Cross-Cultural RelationshipsCross-Cultural Relationships

BehaviorBehavior RankRankBe a good listener 1

Be sensitive to the needs of others 2

Be cooperative, rather than overly competitive 2Advocate inclusive (participative) leadership 3

Compromise rather than dominate 4

Build rapport through conversations 5

Be compassionate and understanding 6Avoid conflict by emphasizing harmony 7

Nurture others (develop and mentor) 8

TieTie


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Competing. Involves trying to win at the other partys

expense. Generally leads to antagonism and festeringresentment.

Avoiding. Attempts to avoid or smooth over conflictsituations. Generally unproductive.

Accommodating. Involves acceding completely to theother partys wishes or at least cooperating with little orno attention to ones own interests.

Compromising. Involves an attempt to find a

satisfactory middle ground (split the difference) Collaborating. This problem-solving style is mutually

beneficial. Requires trust, open sharing of information,and creativity.

Conflict Management Styles


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Communication Guidelines to BuildMore Productive Relationships1. Be honest; say whats on your mind now. Be open.2. Be specific; provide examples.

3. Dont use the words neverand always.4. Listen in depth; reflect and paraphrase what you hear.

5. Ask questions to clarify the meaning of what the other person is saying.

6. Focus on behavior that the other person controls.7. Maintain good eye contact.

8. Focus on only one specific issue or behavior at a time.9. Dont interrupt.

10. Stay there. Dont walk away mentally, emotionally, physically, orpsychologically.

11. Be direct and tactful.

12. Use I statements rather than you statements (e.g., When this happens, Ifeel rather than When you do this, it makes me feel ).

13. Dont attack the other person by ridiculing, taunting, or otherwise beingrude and hostile.

14. Dont defend yourself by blaming others, avoiding, or withdrawing.


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NegotiatingNegotiating

Distributive negotiation:Distributive negotiation:Single issue; fixed-pie; win-lose.

Integrative negotiation:Integrative negotiation:More than one issue; win-win.

Negotiation:Negotiation:A give-and-take decision-makingprocess involving interdependent parties with different

preferences.


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Chapter 12 15

Available Resources

Primary Motivations

Primary Interests

Focus of Relationships

Fixed Amount

I Win, You Lose

Opposed

Short-Term

Variable Amount

I Win, You Win

Congruent

Long-Term

Integrative

Bargaining

Distributive

Bargaining

Bargaining

Characteristics

The Two Types ofBargaining StrategiesThe Two Types ofBargaining Strategies


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An Integrative Approach:An Integrative Approach:

Added-Value NegotiationAdded-Value NegotiationClarify interests.

Identify options.

Design alternative dealpackages.

Select a deal.Perfect the deal.


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Effective NegotiatorBehaviours

Plan and Set Goals

Gather Information

Communicate Effectively

Make Appropriate Concessions..


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Chapter 12 18

Improving Negotiation Skills

Research your opponent

Begin with a positive overture Address problems, not personalities

Pay little attention to initial offers

Emphasize win-win solutions Create an open, trusting climate


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Third Party NegotiationsThird Party Negotiations

Mediator

Arbitrator

Conciliator

Consultant

11-Conflict & Negotiation

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