Robbins eob9 inst_ppt_13

13-1

Conflict and NegotiationChapter 13

Essentials of Organizational Behavior, 9/e

Stephen P. Robbins/Timothy A. Judge

13-2

After studying this chapter, you should be able to:

1. Define conflict2. Differentiate between the traditional, human

relations, and interactionist views of conflict3. Contrast task, relationship and process conflict4. Outline the conflict process5. Describe the five conflict-handling intentions6. Contrast distributive and integrative bargaining7. Identify the five steps in the negotiation process8. Describe whether there are individual

differences in negotiator effectiveness

13-3

Conflict

• 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.

13-4

Transitions in Conflict Thought

• Traditional View – conflict is harmful and must be avoided

• Human Relations View – conflict is a natural and inevitable outcome in any group and need not be negative

• Interactionist View – conflict is encouraged to prevent group from becoming stale

13-5

Functional vs. Dysfunctional Conflict

• Task conflict – relates to the content and goals of the work

• Relationship conflict – focuses on interpersonal relationships

• Process conflict – relates to how the work gets done

13-6

Conflict Process

Stage I: Potential oppositionStage II: Cognition and Personalization Stage III: IntentionsStage IV: BehaviorsStage V: Outcomes

13-7

Conflict Process

13-8

Stage I: Potential Opposition

• Sources of conflict: Communication Structure Personal Variables

13-9

Stage II: Cognition and Personalization

• Potential for opposition becomes realized• When individuals become emotionally

involved - parties experience anxiety, tension, frustration, or hostility

13-10

Stage III: Intentions

• Competing• Collaborating• Avoiding• Accommodating• Compromising

13-11

Intentions

13-12

Stage IV: Behavior

• Where conflict becomes visible• Are usually overt attempts to implement

each party’s intentions• A dynamic process that moves along a

continuum of intensity

13-13

Stage V: Outcomes

• Functional Outcomes – Conflict is constructive when it: Improves the quality of decisions Stimulates creativity and innovation Encourages interest and curiosity among group

members• Dysfunctional Outcomes – uncontrolled

opposition breeds discontent, which acts to dissolve common ties, and eventually leads to the destruction of the group

13-14

Creating Functional Conflict

• Managers can reward dissent and punish conflict avoiders

13-15

Negotiation

• Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them

13-16

Bargaining Strategies

13-17

The Negotiation Process

13-18

Individual Differences in Negotiation

• Personality• Gender• Cultural

13-19

Personality

• The best distributive bargainer appears to be a disagreeable introvert

• Those who can check their egos at the door are able to negotiate better agreements

13-20

Gender Differences in Negotiation

• Men have been found to negotiate better outcomes than women, although the difference is relatively small

• Women may unduly penalize themselves by failing to engage in negotiations when such action would be in their best interest

13-21

Cultural Differences in Negotiations

• Cultural context significantly influences... The amount and type of preparation for

bargaining The relative emphasis on task versus

interpersonal relationships The tactics used Where the negotiation should be conducted

13-22

Implications for Managers: Managing Conflict

• Competition• Collaboration• Avoidance • Accommodation• Compromise

13-23

Implications for Managers: Improving Negotiation Skills

• Set Ambitious Goals• Pay Little Attention to Initial Offers• Research Your Opponent• Address the Problem, Not the Personalities• Be Creative and Emphasize Win-Win

Solutions

13-24

Summary

1. Defined conflict2. Differentiated between the traditional, human relations,

and interactionist views of conflict3. Contrasted task, relationship and process conflict4. Outlined the conflict process5. Described the five conflict-handling intentions6. Contrasted distributive and integrative bargaining7. Identified the five steps in the negotiation process8. Described whether there are individual differences in

negotiator effectiveness