Ch14conflict and Negotiation- Group

8/8/2019 Ch14conflict and Negotiation- Group

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2003 Prentice Hall Inc. All rights reserved. 1413

Stage III: Intentions (contd)


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Dimensions of Conflict-Handling Intentions

E X H I B I T 14-2


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Stage IV: Behavior


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Stage IV: Conflict Resolution Techniques

Problem solving

Superordinate goals

Expansion of resources

Avoidance

Smoothing

Compromise

Authoritative command Altering the human variable

Altering the structural variables

Problem solving

Superordinate goals

Expansion of resources

Avoidance Smoothing

Compromise

Authoritative command Altering the human variable

Altering the structural variables


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Stage IV: Conflict Stimulation Techniques

Communication

Bringing in outsiders

Restructuring the organization

Appointing a devils advocate

Communication

Bringing in outsiders

Restructuring the organization

Appointing a devils advocate


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Conflict-Intensity Continuum

E X H I B I T 14-3


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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 (contd)

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


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Bargaining Strategies


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Staking Out the Bargaining Zone

E X H I B I T 14-6


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TheNegotiation

Process

E X H I B I T 14-7


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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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Third-Party Negotiations


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Third-Party Negotiations (contd)


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Why U.S. Managers Might Have Trouble in Cross-Cultural Negotiations

E X H I B I T 14-8


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E X H I B I T

Conflict and Unit Performance

14-9a

Ch14conflict and Negotiation- Group

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