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Conflict and Negotiation: Fifteen
Conflict and Negotiation: Fifteen
FIFTEEN
Conflict and
Negotiation
Conflict
Conflict
Conflict Defined
A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about
That point in an ongoing activity when an interaction
crosses over to become an interparty conflict
Transitions
Transitions in
in Conflict
Conflict Thought
Thought
Traditional View of Conflict
The belief that all conflict is harmful and must be avoided
Causes
Causes
Poor
Poorcommunication
communication
Lack
Lackofofopenness
openness
Failure
Failuretotorespond
respondtoto
employee
employeeneeds
needs
Transitions
Transitions in
in Conflict
Conflict Thought
Thought (contd)
(contd)
Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome
in any group
Functional
Functional versus
versus Dysfunctional
Dysfunctional Conflict
Conflict
Functional Conflict
(Positive)
Dysfunctional Conflict
(Negative)
Types
Types of
of Conflict
Conflict
Task Conflict
Conflicts over content and goals
of the work
Relationship Conflict
Conflict based on interpersonal
relationships
Process Conflict
Conflict over how work gets done
The
The Conflict
Conflict Process
Process
E X H I B I T 151
E X H I B I T 151
Stage
Stage I:I: Potential
Potential Opposition
Opposition or
or Incompatibility
Incompatibility
Communication
Semantic difficulties, misunderstandings, and noise
Structure
Personal Variables
Differing individual value systems
Personality types
Stage
Stage II:
II: Cognition
Cognition and
and Personalization
Personalization
Perceived Conflict
Felt Conflict
Awareness by one or
more parties of the
existence of conditions
that create opportunities
for conflict to arise
Emotional involvement in
a conflict creating anxiety,
tenseness, frustration, or
hostility
Conflict
ConflictDefinition
Definition
Negative
NegativeEmotions
Emotions
Positive
PositiveFeelings
Feelings
Stage
Stage III:
III: Intentions
Intentions
Intentions
Decisions to act in a given way
Cooperativeness
Cooperativeness
Attempting
Attemptingtotosatisfy
satisfythe
theother
otherpartys
partysconcerns
concerns
Assertiveness
Assertiveness
Attempting
Attemptingtotosatisfy
satisfyones
onesown
ownconcerns
concerns
Dimensions
Dimensions of
of Conflict-Handling
Conflict-Handling Intentions
Intentions
E X H I B I T 15-2
E X H I B I T 15-2
Stage
Stage III:
III: Intentions
Intentions (contd)
(contd)
Competing
A desire to satisfy ones interests, regardless of the
impact on the other party to the conflict
Collaborating
A situation in which the parties to a conflict each desire to
satisfy fully the concerns of all parties
Avoiding
The desire to withdraw from or suppress a conflict
Stage
Stage III:
III: Intentions
Intentions (contd)
(contd)
Accommodating
The willingness of one party in a conflict to place the
opponents interests above his or her own
Compromising
A situation in which each party to a conflict is willing
to give up something
Stage
Stage IV:
IV: Behavior
Behavior
Conflict Management
The use of resolution and stimulation techniques to
achieve the desired level of conflict
Conflict-Intensity
Conflict-Intensity Continuum
Continuum
E X H I B I T 153
E X H I B I T 153
Conflict
Conflict Management
Management Techniques
Techniques
Conflict
ConflictResolution
ResolutionTechniques
Techniques
Problem
Problemsolving
solving
Superordinate
Superordinategoals
goals
Expansion
Expansionofofresources
resources
Avoidance
Avoidance
Smoothing
Smoothing
Compromise
Compromise
Authoritative
Authoritativecommand
command
Altering
Alteringthe
thehuman
humanvariable
variable
Altering
Alteringthe
thestructural
structuralvariables
variables
E X H I B I T 154
E X H I B I T 154
Conflict
Conflict Management
Management Techniques
Techniques
Conflict
ConflictResolution
ResolutionTechniques
Techniques
Communication
Communication
Bringing
Bringingininoutsiders
outsiders
Restructuring
Restructuringthe
theorganization
organization
Appointing
Appointingaadevils
devilsadvocate
advocate
E X H I B I T 154 (contd)
E X H I B I T 154 (contd)
Stage
Stage V:
V: Outcomes
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
Stage
Stage V:
V: Outcomes
Outcomes
Dysfunctional Outcomes from Conflict
Development of discontent
Reduced group effectiveness
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes group
goals
Negotiation
Negotiation
Negotiation
A process in which two or more parties exchange goods
or services and attempt to agree on the exchange rate for
them.
BATNA
The Best Alternative To a
Negotiated Agreement; the
lowest acceptable value
(outcome) to an individual for
a negotiated agreement
Bargaining
Bargaining Strategies
Strategies
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount of
resources; a win-lose situation
Integrative Bargaining
Negotiation that seeks one or more settlements that can
create a win-win solution
Distributive
Distributive versus
versus Integrative
Integrative Bargaining
Bargaining
Bargaining
Characteristic
Distributive
Bargaining
Integrative
Bargaining
Goal
Motivation
Win-Lose
Win-Win
Focus
Positions
Interests
Information
Sharing
Low
High
Duration of
relationships
Short term
Long term
Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), p. 280.
E XHIBIT 15-5
E XHIBIT 15-5
Staking
Staking Out
Out the
the Bargaining
Bargaining Zone
Zone
E X H I B I T 156
E X H I B I T 156
The
The Negotiation
Negotiation
Process
Process
BATNA
The Best Alternative To a
Negotiated Agreement; the
lowest acceptable value
(outcome) to an individual for
a negotiated agreement
E X H I B I T 157
E X H I B I T 157
Issues
Issues in
in Negotiation
Negotiation
The Role of Mood and Personality Traits in
Negotiation
Positive moods positively affect negotiations
Traits do not appear to have a significantly direct effect
on the outcomes of either bargaining or negotiating
processes (except extraversion, which is bad for
negotiation effectiveness)
Why
Why American
American Managers
Managers Might
Might Have
Have Trouble
Trouble
in
in Cross-Cultural
Cross-Cultural Negotiations
Negotiations
E X H I B I T 158
E X H I B I T 158
Third-Party
Third-Party Negotiations
Negotiations
Mediator
A neutral third party who facilitates a negotiated solution
by using reasoning, persuasion, and suggestions for
alternatives
Arbitrator
A third party to a negotiation who
has the authority to
dictate an
agreement.
Third-Party
Third-Party Negotiations
Negotiations (contd)
(contd)
Conciliator
A trusted third party who provides an informal
communication link between the negotiator and the
opponent
Consultant
An impartial third party, skilled in conflict management,
who attempts to facilitate creative problem solving
through communication and analysis
Conflict
Conflict
and
and Unit
Unit
Performance
Performance
E X H I B I T 159
E X H I B I T 159
Use
Use Competition
Competition
When quick, decisive action is vital (in emergencies);
on important issues
Where unpopular actions need implementing (in cost
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
Use
Use Collaboration
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 different
perspectives
To gain commitment by incorporating concerns into a
consensus
To work through feelings that have interfered with a
relationship
Use
Use Avoidance
Avoidance
When an issue is trivial, or more important issues are
pressing
When you perceive no chance of satisfying your
concerns
When potential disruption outweighs the benefits of
resolution
To let people cool down and regain perspective
When gathering information supersedes immediate
decision
When others can resolve the conflict effectively
When issues seem tangential or symptomatic of
other issues
Use
Use Accommodation
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 to
yourself and to satisfy others and maintain
cooperation
To build social credits for later issues
To minimize loss when outmatched and losing
When harmony and stability are especially important
To allow employees to develop by learning from
mistakes
Use
Use Compromise
Compromise
When goals are important but not worth the effort of
potential disruption of more assertive approaches
When opponents with equal power are committed to
mutually exclusive goals
To achieve temporary settlements to complex issues
To arrive at expedient solutions under time pressure
As a backup when collaboration or competition is
unsuccessful
Chapter
Chapter Check-up:
Check-up: Conflict
Conflict
By standing on the printer, what conflict
resolution technique might this man (Tom
Alexander) be employing?
Authoritative command
Superordinate goal
Expansion of resources
Compromise
By
Byshifting
shiftingthe
thefocus
focus of
ofthe
themeeting
meetingto
tothe
theoverall
overall
organizational
organizationalcompetitiveness
competitivenessbeing
beingthreatened
threatenedbecause
becauseof
of
the
theexcess
excessstrength
strengthbeing
beingbuilt
built into
intothe
theprinters,
printers,he
hedirected
directed
the
theattendees
attendeesto
toaasuperordinate
superordinategoal
goalof
of the
the organization
organization
remaining
remainingcompetitive.
competitive.
Chapter
Chapter Check-up:
Check-up: Conflict
Conflict
Suppose you are a staunch Democrat and your uncle
is a Republican. Every time he sees you, he tries to
pick a fight about politics and those stupid liberals.
According to this chapter, what conflict handling
intention should you use in dealing with him?
Competing
Collaborating
Accommodating
Avoidance
Discuss
Discusswith
withyour
yourneighbor
neighbor under
underwhat
whatcircumstances
circumstances
(if
(if any)
any) you
youshould
shouldshift
shift to
toan
anaccommodating
accommodatingintention
intention
(when
(whentalking
talkingwith
withyour
youruncle).
uncle).
Chapter
Chapter Check-up:
Check-up: Negotiation
Negotiation
Discuss
Discussthe
theconcepts
conceptsof
of BATNA
BATNAand
and
resistance
resistance point
point with
with your
your neighbor.
neighbor.
What
What similarities
similaritiesare
arethere
therebetween
betweenthe
the
two?
two?Differences?
Differences?