Conflict and Negotiation-Organizational Behaviour-Lecture Slides, Slides of Organization Behaviour

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Bob Stretch Southwestern College

Robbins & Judge

Organizational Behavior

13th Edition

Conflict and Negotiation

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Chapter Learning Objectives

 After studying this chapter, you should be able to:

• Define conflict.
• Differentiate between the traditional, human relations, and interactionist views of conflict.
• Outline the conflict process.
• Define negotiation.
• Contrast distributive and integrative bargaining.
• Apply the five steps in the negotiation process.
• Show how individual differences influence negotiations.
• Assess the roles and functions of third-party negotiations.
• Describe cultural differences in negotiations.

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Transitions in Conflict Thought

 Traditional View of Conflict

• The belief that all conflict is harmful and must be avoided
• Prevalent view in the 1930s-1940s

 Conflict resulted from:

• Poor communication
• Lack of openness
• Failure to respond to employee needs

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Continued Transitions in Conflict Thought

 Human Relations View of Conflict

• The belief that conflict is a natural and inevitable outcome in any group
• Prevalent from the late 1940s through mid-1970s

 Interactionist View of Conflict

• The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively
• Current view

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Types of Interactionist Conflict

 Task Conflict

• Conflicts over content and goals of the work
• Low-to-moderate levels of this type are FUNCTIONAL

 Relationship Conflict

• Conflict based on interpersonal relationships
• Almost always DYSFUNCTIONAL

 Process Conflict

• Conflict over how work gets done
• Low levels of this type are FUNCTIONAL

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The Conflict Process

 We will focus on each step in a moment…

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E X H I B I T 15-

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Stage II: Cognition and Personalization

 Important stage for two reasons:

1. Conflict is defined
   • Perceived Conflict
     • Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise
2. Emotions are expressed that have a strong impact on the eventual outcome
   • Felt Conflict
     • Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility

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Stage III: Intentions

 Intentions

• Decisions to act in a given way
• Note: behavior does not always accurate reflect intent

 Dimensions of conflict-handling intentions:

• Cooperativeness
  • Attempting to satisfy the other party’s concerns
• Assertiveness
  • Attempting to satisfy one’s own concerns

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Source:Organizational Psychology K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.),, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission. Handbook of Industrial and

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Conflict Resolution Techniques

• Problem solving
• Superordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables
• Communication
  • Bringing in outsiders
  • Restructuring the organization
  • Appointing a devil’s advocate

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Source: 59 – 89 Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp.

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Stage V: Outcomes

 Functional

• 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

 Dysfunctional

• Development of discontent
• Reduced group effectiveness
• Retarded communication
• Reduced group cohesiveness
• Infighting among group members overcomes group goals

 Creating Functional

Conflict

• Reward dissent and punish conflict avoiders

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Distributive versus Integrative Bargaining

Bargaining Characteristic Distributive Bargaining Integrative Bargaining

Goal Get all the pie you can Expand the pie

Motivation Win-Lose Win-Win

Focus Positions Interests

Information Sharing Low High

Duration of Relationships Short-Term Long-Term

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Yours Mine Yours Mine Distributive

Integrative

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

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Bargaining Tactics and the Bargaining Zone

 Distributive Tactics

• Make an aggressive

first offer

• Reveal a deadline

 Integrative Tactics

• Bargain in teams
• Put more issues on the

table

• Don’t compromise

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Individual Differences in Negotiation Effectiveness

 Personality Traits

• Extroverts and agreeable people weaker at distributive negotiation – disagreeable introvert is best
• Intelligence is a weak indicator of effectiveness

 Mood and Emotion

• Ability to show anger helps in distributive bargaining
• Positive moods and emotions help integrative bargaining

 Gender

• Men and women negotiate the same way, but may experience different outcomes
• Women and men take on gender stereotypes in negotiations: tender and tough
• Women are less likely to negotiate

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Third-Party Negotiations

 Four Basic Third-Party Roles

• 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.
• 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

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