9.Conflict Negotiation

8/8/2019 9.Conflict Negotiation

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o r g a n i z a t i o n a l b e h a v i o ro r g a n i z a t i o n a l b e h a v i o r

stephen p. robbins

e l e v e n t h e d i t i o ne l e v e n t h e d i t i o n


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2005 Prentice Hall Inc. All rights reserved. 143

After studying this chapter,you should be able to:

1. Define conflict.

2. Differentiate between the traditional, humanrelations, and interactionist views of conflict.

3. Contrast task, relationship, and processconflict.

4. Outline the conflict process.

5. Describe the five conflict-handling intentions.6. Contrast distributive and integrative

bargaining.

LEAR N IN G

O BJE CTI VES


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After studying this chapter,you should be able to:

7. Identify the five steps in the negotiatingprocess.

8. Describe cultural differences in negotiations.

LEAR N

IN G

O B

JE CTI VES (contd)


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Conflict

Conflict Defined Is a process that begins when one partyperceives that another party has negativelyaffected, or is about to negatively affect,something that the first party cares about.

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

Encompasses a wide range of conflicts thatpeople experience 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

Causes:

Poor communication

Lack of openness Failure to respond to

employee needs

Traditional View of Conflict The belief that all conflict is harmful and mustbe avoided.


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Transitions in Conflict Thought (contd)

Human Relations View of Conflict The belief that conflict is a natural andinevitable outcome in any group.

Interactionist View of Conflict

The belief that conflict is notonly a positive force in a

group but that it is absolutelynecessary for a group toperform effectively.


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Functional versus Dysfunctional Conflict

Functional ConflictConflict that supports thegoals of the group andimproves its performance.

Dysfunctional Conflict

Conflict that hindersgroup performance.


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Types of Conflict

Task ConflictConflicts over contentand goals of the work.

Relationship Conflict

Conflict based oninterpersonalrelationships.

Process Conflict

Conflict over how work getsdone.


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The Conflict Process

E X H I B I T 141


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Stage I: Potential Opposition or Incompatibility

Communication Semantic difficulties, misunderstandings, and

noise

Structure Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose)

Dependence/interdependence of groupsPersonal Variables Differing individual value systems Personality types


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Stage II: Cognition and Personalization

Positive FeelingsPositive FeelingsNegative EmotionsNegative Emotions

Conflict DefinitionConflict Definition

Perceived ConflictAwareness by one ormore parties of theexistence of conditionsthat create opportunities

for conflict to arise.

Felt ConflictEmotional involvement ina conflict creating anxiety,tenseness, frustration, orhostility.


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Stage III: Intentions

Cooperativeness:

Attempting to satisfy the other partys concerns.

Assertiveness: Attempting to satisfy ones own concerns.

Cooperativeness:

Attempting to satisfy the other partys concerns.

Assertiveness:

Attempting to satisfy ones own concerns.

IntentionsDecisions to act in a given way.


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Dimensions of Conflict-Handling Intentions

E X H I B I T 142Source: K. Thomas, Conflict and Negotiation Processes in Organizations, in M.D. Dunnetteand L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology , 2nd ed., vol. 3

(Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.


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Stage III: Intentions (contd)

CompetingA desire to satisfy ones interests, regardlessof the impact on the other party to theconflict.

Collaborating

A situation in which the parties to a conflicteach desire to satisfy fully the concerns of all

parties.Avoiding

The desire to withdraw from or suppress aconflict.


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Stage III: Intentions (contd)

Accommodating The willingness of one party in a conflict to placethe opponents interests above his or her own.

Compromising

A situation in which each party to aconflict is willing to give up something.


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Stage IV: Behavior

Conflict Management The use of resolution and stimulationtechniques to achieve the desired level of conflict.


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Conflict-Intensity Continuum

E X H I B I T 143

Source: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach(Upper Saddle River, NJ: Prentice Hall, 1974), pp. 9397; and F. Glasi, The Process of ConflictEscalation and the Roles of Third Parties, in G.B.J. Bomers and R. Peterson (eds.), Conflict

Management and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 11940.


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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

Conflict Resolution Techniques Problem solving

Superordinate goals

Expansion of resources Avoidance

Smoothing

Compromise

Authoritative command

Altering the human variable

Altering the structural variablesE X H I B I T 144

Source: Based on S. P. Robbins,Managing Organizational Conflict:

A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall,1974), pp. 5989


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Conflict Management Techniques

Conflict Resolution Techniques

Communication

Bringing in outsiders

Restructuring the organization Appointing a devils advocate

Conflict Resolution Techniques

Communication

Bringing in outsiders

Restructuring the organization Appointing a devils advocate

E X H I B I T 144 (contd)Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional

Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 5989


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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 andchange

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 overcomesgroup goals


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Negotiation

NegotiationA process in which two or more partiesexchange goods or services and attempt toagree on the exchange rate for them.

BATNA

The Best Alternative To

a NegotiatedAgreement; the lowestacceptable value(outcome) to anindividual for anegotiated agreement.


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Bargaining Strategies

Distributive BargainingNegotiation that seeks to divide up a fixedamount of resources; a win-lose situation.

Integrative Bargaining

Negotiation that seeks one or moresettlements that can create a win-winsolution.


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Distributive Versus Integrative Bargaining

E X H I B I T 145

Bargaining Distributive IntegrativeCharacteristic Characteristic Characteristic

Available resources Fixed amount of Variable amount of resources to be divided resources to be divided

Primary motivations I win, you lose I win, you win

Primary interests Opposed to each other Convergent orcongruent

with each other

Focus of relationships Short term Long term

Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), p. 280.


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Staking Out the Bargaining Zone

E X H I B I T 146


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TheNegotiation

Process

E X H I B I T 147


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Issues in Negotiation

The Role of Personality Traits in Negotiation Traits do not appear to have a significantly direct

effect on the outcomes of either bargaining ornegotiating processes.

Gender Differences in Negotiations

Women negotiate no differently from men,although men apparently negotiate slightly betteroutcomes.

Men and women with similar power bases use thesame negotiating styles.

Womens attitudes toward negotiation and theirsuccess as negotiators are less favorable thanmens.


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Why American Managers Might Have Trouble in Cross-Cultural Negotiations

Italians, Germans, and French dont soften up executives withpraise before they criticize. Americans do, and to manyEuropeans this seems manipulative. Israelis, accustomed tofast-paced meetings, have no patience for American small talk.British executives often complain that their U.S. counterpartschatter too much. Indian executives are used to interrupting oneanother. When Americans listen without asking for clarificationor posing questions, Indians can feel the Americans arentpaying attention.Americans often mix their business and personal lives. Theythink nothing, for instance, about asking a colleague a questionlike, How was your weekend? In many cultures such aquestion is seen as intrusive because business and private livesare totally compartmentalized.

E X H I B I T 148Source: Adapted from L. Khosla, You Say Tomato, Forbes , May 21, 2001, p. 36.


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Third-Party Negotiations

Mediator A neutral third party who facilitates anegotiated solution by using reasoning,persuasion, and suggestions for alternatives.

Arbitrator

A third party to anegotiation who has theauthority to dictate anagreement.


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Third-Party Negotiations (contd)

Consultant

An impartial third party,skilled in conflictmanagement, whoattempts to facilitatecreative problem solvingthrough communication

and analysis.

Conciliator A trusted third party who provides an informalcommunication link between the negotiatorand the opponent.


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Conflictand Unit

Performance

E X H I B I T 149


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Conflict-Handling Intention: Competition

When quick, decisive action is vital (inemergencies); on important issues.

Where unpopular actions need implementing (incost cutting, enforcing unpopular rules,

discipline).On issues vital to the organizations welfare.

When you know youre right.

Against people who take advantage of noncompetitive behavior.


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Conflict-Handling Intention: 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 differentperspectives.

To gain commitment by incorporating concernsinto a consensus.

To work through feelings that have interferedwith a relationship.


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Conflict-Handling Intention: Avoidance

When an issue is trivial, or more important issuesare pressing.When you perceive no chance of satisfying your concerns.When potential disruption outweighs the benefitsof resolution.To let people cool down and regain perspective.When gathering information supersedesimmediate decision.When others can resolve the conflict effectivelyWhen issues seem tangential or symptomatic of other issues.


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Conflict-Handling Intention: 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 toyourself and to satisfy others and maintaincooperation.To build social credits for later issues.To minimize loss when outmatched and losing.

When harmony and stability are especiallyimportant.To allow employees to develop by learning frommistakes.


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Conflict-Handling Intention: Compromise

When goals are important but not worth the effortof potential disruption of more assertiveapproaches.When opponents with equal power are committedto mutually exclusive goals.To achieve temporary settlements to complexissues.To arrive at expedient solutions under timepressure.As a backup when collaboration or competition isunsuccessful.

9.Conflict Negotiation

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