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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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Sources of ConflictGoalGoalIncompatibilityIncompatibility
Different ValuesDifferent Values
and Beliefsand Beliefs
TaskTask
InterdependenceInterdependence
ScarceScarce
ResourcesResources
AmbiguityAmbiguity
Increases competition for resources
to fulfill goals
Lack of rules guiding relations Encourages political tactics
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Sources of ConflictGoalGoalIncompatibilityIncompatibility
Different ValuesDifferent Values
and Beliefsand Beliefs
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
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