Robbins ob16 ppt_14

Copyright © 2015 Pearson Education, Inc.

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Chapter 14: Conflict and Negotiation

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Learning Objectives

After studying this chapter, you should be able to:Differentiate between the traditional and

interactionist views of conflict.Describe the three types of conflict and the two loci of

conflict.Outline the conflict process.Contrast distributive and integrative bargaining.Apply the five steps of the negotiation process.Show how individual differences influence

negotiations.Assess the roles and functions of third-party

negotiations.14-3


Differentiate Between the Traditional and Interactionist Views of Conflict

Conflict – 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. If no one is aware of a conflict, then it is generally

agreed no conflict exists. Also needed to begin the conflict process are

opposition or incompatibility and interaction.

LO 1

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The Traditional View of Conflict The traditional view of conflict – conflict was a

dysfunctional outcome resulting from poor communication, a lack of openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employees.Assumed all conflict was bad and to be avoided.Viewed negatively and discussed with such

terms violence, destruction, and irrationality.

LO 1

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The Interactionist View of Conflict According to the interactionist view of conflict a

harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and unresponsive to needs for change and innovation.

But not all conflicts are good. Functional conflict supports goals.Conflicts that hinder group performance are

dysfunctional or destructive forms of conflict.

LO 1

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Describe the Three Types of Conflict and the Three Loci of Conflict

Types of Conflict Researchers have classified conflicts into three

categories: 1. Task conflict relates to the content and goals

of the work.2. Relationship conflict focuses on interpersonal

relationships.3. Process conflict is about how the work gets

done.

LO 2

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Describe the Three Types of Conflict and the Three Loci of Conflict

Loci of Conflict Another way to understand conflict is to consider

its locus, or where the conflict occurs. There are three basic types:

Dyadic conflict is conflict between two people. Intragroup conflict occurs within a group or

team. Intergroup conflict is conflict between groups or

teams.

LO 2

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Outline the Conflict ProcessLO 3

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Stage V: Outcomes Conflict can be functional or dysfunctional. Conflict is constructive when it…

Improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity, provides the medium through which problems can be aired and tensions released, and fosters an environment of self-evaluation and change.

Conflict is destructive when it…Breeds discontent, reduces group effectiveness, and

threatens the group’s survival. 14-13


Managing Functional Conflict One of the keys to minimizing counterproductive conflicts

is recognizing when there really is a disagreement. Many apparent conflicts are due to people using

different language to discuss the same general course of action.

Successful conflict management recognizes these different approaches.Attempts to resolve them by encouraging open, frank

discussion focused on interests rather than issues.

LO 3

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Outline the Conflict Process


Groups that resolve conflicts successfully discuss differences of opinion openly.The most disruptive conflicts are those that are

never addressed directly. Managers need to emphasize shared interests in

resolving conflicts.Groups with cooperative conflict styles and an

underlying identification to group goals are more effective than groups with a more competitive style.

LO 3

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Differences across countries in conflict resolution strategies may be based on collectivistic tendencies and motives. Collectivist cultures see people as deeply

embedded in social situations. They will avoid direct expression of conflicts,

preferring indirect methods for resolving differences of opinion.

LO 3

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Contrast Distributive and Integrative Bargaining

Negotiation is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them. We use the terms negotiation and bargaining

interchangeably.

LO 4

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LO 4

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Research shows that when you’re engaged in distributive bargaining, one of the best things you can do is make the first offer, and make it an aggressive one. Shows power. Establishes an anchoring bias.

Another distributive bargaining tactic is revealing a deadline.

LO 4

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Why don’t we see more integrative bargaining in organizations? The answer lies in the conditions necessary for this

type of negotiation to succeed. Parties who are open with information and candid

about their concerns.A sensitivity by both parties to the other’s needs.The ability to trust one another.A willingness by both parties to maintain

flexibility. These conditions seldom exist in organizations.

LO 4

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Compromise might be your worst enemy in negotiating a win-win agreement. The reason is that compromising reduces the

pressure to bargain integratively.

LO 4

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Apply the Five Steps of the Negotiation Process

LO 5

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Show How Individual Differences Influence NegotiationsPersonality Traits in Negotiation

Can you predict an opponent’s negotiating tactics if you know something about his/her personality? The evidence says “sort of.”

Moods/Emotions in Negotiation Influence negotiation, but the way they do

appears to depend on the type of negotiation.

LO 6

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Show How Individual Differences Influence Negotiations

Culture in Negotiations Do people from different cultures negotiate

differently? Yes, they do. People generally negotiate more effectively within

cultures than between them. In cross-cultural negotiations, it is especially

important that the negotiators be high in openness. Negotiators need to be especially aware of the

emotional dynamics in cross-cultural negotiation.

LO 6

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Show How Individual Differences Influence Negotiations

Gender Differences in Negotiations Men and women negotiate differently and these

differences affect outcomes. There is some merit to the popular stereotype

that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men.

These gender differences can be lessened at both the organizational and individual level.

LO 6

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Assess the Roles and Functions of Third-party Negotiations

When individuals or group representatives reach a stalemate and are unable to resolve their differences through direct negotiations, they may turn to a third party. A mediator An arbitrator A conciliator

LO 7

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Implications for Managers

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Implications for Managers

Choose an authoritarian management style in emergencies, when unpopular actions need to be implemented, and when the issue is vital to the organization’s welfare. Be certain to communicate your logic when possible to make certain employees remain engaged and productive.

Seek integrative solutions when your objective is to learn, when you want to merge insights from people with different perspectives, when you need to gain commitment by incorporating concerns into a consensus, and when you need to work through feelings that have interfered with a relationship.

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Implications for ManagersAvoid an issue when it is trivial or symptomatic of other issues,

when more important issues are pressing, when you perceive no chance of satisfying everyone’s concerns, when people need to cool down and regain perspective, when gathering information, and when others can resolve the conflict more effectively.

Build trust by accommodating others when you find you’re wrong, when you need to demonstrate reasonableness, when other positions need to be heard, when issues are more important to others than to yourself, when you want to satisfy others and maintain cooperation, when you can build social credits for later issues, to minimize loss when you are outmatched and losing, and when employees should learn from their own mistakes. 14-29


Implications for ManagersConsider compromising when goals are important but not worth

potential disruption, when opponents with equal power are committed to mutually exclusive goals, and when you need temporary settlements to complex issues.

Distributive bargaining can resolve disputes, but it often reduces the satisfaction of one or more negotiators because it is confrontational and focused on the short term. Integrative bargaining, in contrast, tends to provide outcomes that satisfy all parties and build lasting relationships.

Make sure you set aggressive negotiating goals and try to find creative ways to achieve the objectives of both parties, especially when you value the long-term relationship with the other party. That doesn’t mean sacrificing your self-interest; rather, it means trying to find creative solutions that give both parties what they really want. 14-30


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types of conflict

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