11 Conflict&Negotiation

7/25/2019 11 Conflict&Negotiation

1/36

ConfictConfict

Functional (Constructive) confict serves theorganizations interests while

dysunctional confictdysunctional confict threatensthe organizationsinterests.

Confict:Confict:

The process in which one party perceives that its

interests are being opposed or negatively aected by another

party.!


2/36

Positive

Outcomes

Low Moderate Highe

Browns Conflict Continuum

Too LittleConflict

Too MuchConflict

Neutral

Negative

Intensity

Appropriate

Conflict


3/36

TraditionalTraditional

TraditionalTraditional

TransitionsTransitions

in Confictin Confict

ThoughtThought

TransitionsTransitions

in Confictin Confict

ThoughtThought

HumanHumanRelationsRelations

HumanHumanRelationsRelations

InteractionistInteractionist

InteractionistInteractionist


4/36

The Conflict Process

Sources ofSources ofConflictConflict

ManifestManifestConflictConflict

ConflictConflictutcomesutcomes

Perceived

Conflict

!elt

Conflict


5/36

A Conflict Model (Figure 10-8)

Conflict Aftermath

Aftermath ofPreceding "pisode

Latent Conflict

!elt Conflict Perceived Conflict

"nvironmental

"ffects

StrategicConsiderations

Manifest Conflict

Attention#!ocus and

$iversion

Mechanisms

rgani%ational

and "&tra#rgani%ational

Tensions

Conflict

ResolutionMechanisms


6/36

A Conflict Model Latent Conflict' Latent conflict is essentially conflict

aiting to ha!!en"

!elt Conflict' Felt conflict is e#!erienced as disco$fort

and tension"

Perceived Conflict' Percei%ed conflict is the aarenessthat e are in a conflict situation"

Manifest Conflict' After conflict is !ercei%ed and felt& it

$ay or $ay not 'eco$e o!en& or $anifest"

Conflict Aftermath' Conflict is liely to 'reed $oreconflict and& hen it does& that conflict is liely to tae on

a life of its on"


7/36

"esired #utco$es o Confict"esired #utco$es o Confict

AgreementAgreement%trive or e&uitable and airagree$ents that last.

Stronger relationships:Stronger relationships:'uild bridges o

goodwill and trust or the uture.Learning:Learning:reater selawareness and creative

proble$ solving.


8/36

Types o ConfictTypes o Confict Line Sta ConfictLine Sta Confict

Intrapersonal ConfictIntrapersonal Confict

Approach-ApproachApproach-Approach

Approach - AvoidanceApproach - Avoidance

Avoidance AvoidanceAvoidance Avoidance

Interpersonal ConfictInterpersonal Confict

Intergroup ConfictIntergroup Confict

Cross Cultural ConfictCross Cultural Confict

Task ConfictTask Confict


9/36

*ntecedents o Confict*ntecedents o Confict

+. ,nco$patible personalities or value syste$s.-. #verlapping or unclear ob boundaries./. Co$petition or li$ited resources.0. ,nterdepart$ent 1intergroup co$petition.2. ,nade&uate co$$unication.

3. ,nterdependent tas4s.5. #rganizational co$ple6ity.7. 8nreasonable or unclear policies9 standards9 or

rules.:. 8nreasonable deadlines or e6tre$e ti$e pressure.

+;. Collective decision $a4ing.++. "ecision $a4ing by consensus.+-. 8n$et e6pectations.+/. 8nresolved or suppressed confict.


10/36

*ources of Conflict

+oal+oal

,nco$!ati'ility,nco$!ati'ility

ifferent .aluesifferent .alues

and /eliefsand /eliefs

+oals conflict ith goals of others

ifferent 'eliefs due to uniue'acground& e#!erience& training

Caused 'y s!ecialied tass& careers

2#!lains $isunderstanding in cross-cultural and $erger relations


11/36

*ources of Conflict

+oal+oal




TasTas

,nterde!endence,nterde!endence

Three le%els of interde!endence

3esource3esource

AA // CC

Pooled

AA // CC

*euential

AA

// CC

3eci!rocal


12/36

*ources of Conflict

+oal+oal




TasTas


*carce*carce

3esources3esources

A$'iguityA$'iguity

,ncreases co$!etition for resources

to fulfill goals

Lac of rules guiding relations 2ncourages !olitical tactics


13/36

*ources of Conflict

+oal+oal




TasTas


*carce*carce

3esources3esources

A$'iguityA$'iguity

Co$$unicationCo$$unication

Pro'le$sPro'le$s

Lac of o!!ortunity--reliance on stereoty!es

Lac of a'ility-- arrogant co$$unication

heightens conflict !erce!tionLac of $oti%ation

-- conflict causes loer $oti%ation toco$$unicate& increasesstereoty!ing


14/36

Conflict Manage$ent *tyles

4rientations 5in-in orientation

6 7ou 'elie%e !arties ill find a $utually 'eneficial

solution to their disagree$ent

5in-lose orientation

6 7ou 'elie%e that the $ore one !arty recei%es& the

less the other recei%es

6 Tends to escalate conflict& use of !oer!olitics


15/36

Tips or $ployeesTips or $ployees

*re ?aving a @ersonality Confict*re ?aving a @ersonality Confict

+. Follow co$pany policies or diversity9 antidiscri$ination9 and se6ual harass$ent.

-. ,nvestigate and docu$ent confict.

/. , appropriate9 ta4e corrective action (e.g.9eedbac4 or '


16/36


17/36

%4ills and 'est @ractices ?ow to 'uild%4ills and 'est @ractices ?ow to 'uild

CrossCultural AelationshipsCrossCultural Aelationships

"ehavior"ehavior Aan4Aan4'e a good listener +

'e sensitive to the needs o others -

'e cooperative9 rather than overly co$petitive -*dvocate inclusive (participative) leadership /

Co$pro$ise rather than do$inate 0

'uild rapport through conversations 2

'e co$passionate and understanding 3*void confict by e$phasizing har$ony 5

urture others (develop and $entor) 7

TieTie


18/36

%ti$ulating Functional Confict%ti$ulating Functional Confict

#ialectic $ethod#ialectic $ethod

#evil%s Advocacevil%s Advocac&


19/36


,ntegrating #bliging

"o$inating *voiding

Co$pro$ising

?igh Gow

?igh

GowConcern

for#thers

Concern or %el


20/36

Competing' ,n%ol%es trying to in at the other !arty9s e#!ense"

+enerally leads to antagonis$ and festering resent$ent"

Avoiding'Atte$!ts to a%oid or s$ooth o%er conflict situations"

+enerally un!roducti%e"

Accommodating' ,n%ol%es acceding co$!letely to the other

!arty9s ishes or at least coo!erating ith little or no attention toone9s on interests"

Compromising' ,n%ol%es an atte$!t to find a satisfactory

$iddle ground (:s!lit the difference;)

Colla(orating' This !ro'le$-sol%ing style is $utually'eneficial" 3euires trust& o!en sharing of infor$ation& and

creati%ity"


C f * *


21/36

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Fitting Conflict *tyle to the *ituationConflict St)le Appropriate Situation

Competing Ti$e is short and e


22/36

Hiew o >thics in ConfictHiew o >thics in Confict


23/36

Conflict Pre$ises

Conflict and disagree$ent are nor$al in hu$an relationshi!s"

Conflict $ay 'e good" The ay in hich conflict is fra$ed $ay influence its nature and

outco$es"6 3elationshi!tas6 2$otionalintellectual

6 Coo!eratein A $utually acce!ta'le solution can often 'e found" Any of the !arties to conflict can contri'ute to its resolution 'y

taing !ersonal res!onsi'ility and initiating co$$unications" Trusting 'eha%ior can e%oe trusting 'eha%ior"

Consensus and synergy are liely only hen !eo!le choose tocoo!erate in a in-in relationshi! rather than co$!ete"

*o$e conflicts $ay ne%er 'e resol%ed 'ecause of fear& rigidity&intolerance& !aranoia& or other e$otional i$!air$ent"


24/36

A!!roaches to Conflict 3esolution

ReducedConflict

ImproveCommunications

Clarif) *o(Responsi(ilities

$evelop

"mplo)ees+Negotiating S,ills

-se Third

Parties as

Mediators

Separate

Conflicting

Parties

.ring Parties

Together to !oster-nderstanding and

Cooperation

!ocus onLarger /oals


25/36

Co$$unication +uidelines to /uild More

Producti%e 3elationshi!s

0' .e honest1 sa) what+s on )our mind now' .e open'2' .e specific1 provide e&amples'

3' $on+t use the words neverand always'

4' Listen in depth1 reflect and paraphrase what )ou hear'

5' As, 6uestions to clarif) the meaning of what the other person is sa)ing'

7' !ocus on (ehavior that the other person controls'

8' Maintain good e)e contact'9' !ocus on onl) one specific issue or (ehavior at a time'

:' $on+t interrupt'

0;'Sta) there' $on+t wal, awa) mentall)< emotionall)< ph)sicall)< orps)chologicall)'

00' .e direct and tactful'

02'-se I statements rather than youstatements =e'g'< >?hen this happens< I feel@ rather than >?hen )ou do this< it ma,es me feel @B'

03'$on+t attac, the other person () ridiculing< taunting< or otherwise (eing rudeand hostile'

04'$on+t defend )ourself () (laming others< avoiding< or withdrawing'


26/36

egotiatingegotiating

#istriutive negotiation:#istriutive negotiation:%ingle issueI E6edpieI winlose.

Integrative negotiation:Integrative negotiation:


27/36

Availa(le Resources

Primar) Motivations

Primar) Interests

!ocus of Relationships

!i&ed Amount

I ?in< ou Lose

pposed

Short#Term

Daria(le Amount

I ?in< ou ?in

Congruent

Long#Term

Integrative

.argaining

$istri(utive

.argaining

.argaining

Characteristics

The To Ty!es of

/argaining *trategiesThe To Ty!es of

/argaining *trategies


28/36

*n ,ntegrative *pproach*n ,ntegrative *pproach

*ddedHalue egotiation*ddedHalue egotiation

Clariy interests.

,dentiy options.

"esign alternative dealpac4ages.

%elect a deal.@erect the deal.


29/36

*ituational ,nfluences on

>egotiation

Location

Physical *etting

Ti$e ,n%est$ent and eadlines

Audience"


30/36

7our Positions7our Positions

,nitial Target

,nitialTarget4!!onent9s Positions4!!onent9s Positions

Area ofPotential

Agreement

/argaining ?one Model

3esistance

3esistance


31/36

ecision-Maing /iases That

,$!ede >egotiations 2scalation of co$$it$ent The $ythical fi#ed !ie

Anchoring and ad@ust$ents

Fra$ing negotiations

A%aila'ility of infor$ation

The inner9s curse

4%erconfidence


32/36

2ffecti%e >egotiator /eha%iours

Plan and *et +oals

+ather ,nfor$ation

Co$$unicate 2ffecti%ely

Mae A!!ro!riate Concessions

""


33/36

,$!ro%ing >egotiation *ills

3esearch your o!!onent

/egin ith a !ositi%e o%erture Address !ro'le$s& not !ersonalities

Pay little attention to initial offers

2$!hasie in-in solutions

Create an o!en& trusting cli$ate


34/36

Third J @arty egotiationsThird J @arty egotiations


35/36

*lternative "ispute Aesolution (*"A)*lternative "ispute Aesolution (*"A)

Techni&uesTechni&ues

/acilitation:/acilitation:Third party gets disputants to deal directly andconstructively with each other.

Conciliation:Conciliation:eutral third party acts as co$$unication lin4between disputants.

0eer revie!:0eer revie!:,$partial cowor4ers hear both sides and renderdecision that $ay or $ay not be binding.

1mudsman1mudsman::Aespected and trusted $e$ber o the organizationhears grievances conEdentially.

$ediation$ediation::Trained thirdparty guides disputants toward their ownsolution.

Aritration:Aritration:eutral thirdparty hears both sides in a courtli4esetting and renders a binding decision.


36/36

8nethical egotiating Tactics8nethical egotiating Tactics

2323 LiesLies

4343 0uer&0uer&

5353 #eception#eception

6363 7eakening The 1pponent7eakening The 1pponent

8383 Strengthening 1ne9s 1!n 0ositionStrengthening 1ne9s 1!n 0osition

33 Inormation +;ploitationInormation +;ploitation

3 #istraction#istraction

2?32?3$a;imi@ation$a;imi@ation

11 Conflict&Negotiation

Documents

Transcript of 11 Conflict&Negotiation