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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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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.
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