Transcript langton_OB_5ce_ch09

Chapter 9:
Conflict and
Negotiation
Organizational
Behaviour
5th Canadian Edition
Langton / Robbins / Judge
Copyright © 2010 Pearson Education
Canada
9-1
Chapter Outline
• Conflict Defined
• Conflict Resolution
• Conflict Outcomes
• Negotiation
• Individual Differences in Negotiation
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Conflict and Negotiation
1.
2.
3.
4.
5.
What is conflict?
How can conflict be resolved?
What are the effects of conflict?
How does one negotiate effectively?
What are some of the contemporary issues
in negotiation?
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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.
– Functional
• Supports the goals of the group and improves its performance.
– Dysfunctional
• Hinders group performance.
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Research Findings
• Cognitive
– Conflict related to differences in perspectives and
judgments.
• Task-oriented
• Results in identifying differences
• Usually functional conflict
• Affective
– Emotional conflict aimed at a person rather than an
issue.
• Dysfunctional conflict
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Sources of Conflict
• Communication
• Structure:
–
–
–
–
–
–
Size, specialization, and composition of the group
Ambiguity responsibility
Zero-sum reward systems
Leadership style
The diversity of goals
If one group is dependent on another
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Exhibit 9-1
Conflict Intensity Continuum
Annihilatory
conflict
Overt efforts to destroy
the other party
Aggressive physical attacks
Threats and ultimatums
Assertive verbal attacks
Overt questioning or
challenging of others
No
conflict
Minor disagreements or
misunderstandings
Sources: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice
Hall, 1974), pp. 93-97; and F. Glasl, “The Process of Conflict Escalation and the Roles of Third Parties,” in Conflict Management and
Industrial Relations, ed. G. B. J. Bomers and R. Peterson (Boston: Kluwer-Nijhoff, 1982), pp. 119-140).
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Conflict Resolution: Two Dimensions
• Cooperativeness
– The degree to which one party attempts to
satisfy the other party’s concerns.
• Assertiveness
– The degree to which one party attempts to
satisfy his or her own concerns.
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Conflict Resolution: ConflictHandling Strategies
• Forcing
• Imposing one’s will on the other party.
• Problem solving
• Trying to reach an agreement that satisfies both one’s own and
the other party’s aspirations as much as possible.
• Avoiding
• The desire to withdraw from or suppress a conflict.
• Yielding
• Accepting and incorporating the will of the other party.
• Compromising
• A situation in which each party to a conflict is willing to give
up something.
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Assertive
Forcing
Problem solving
Satisfying one’s own interests
without concern for the other’s
interests
• Make threats and bluffs
• Make persuasive arguments
• Make positional commitments
Clarifying differences to find
mutually beneficial outcomes
• Exchange information about
priorities and preferences
• Show insights
• Make trade-offs between
important and unimportant issues
Compromising
r
Giving up something to reach an
outcome (done by both parties)
• Match other’s concessions
• Make conditional promises
and threats
• Search for a middle ground
Unassertive
Trying to satisfy one’s own concerns
’
ASSERTIVENESS
Exhibit 9-2 Conflict-Handling Strategies
and Accompanying Behaviour
Avoiding
Withdrawing from or ignoring
conflict
• Don’t think about the issues
Yielding
Placing the other’s interests above
one’s own
• Make unilateral concessions
• Make unconditional promises
• Offer help
Uncooperative
Cooperative
COOPERATIVENESS
Trying to satisfy the other person’s concerns
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.
Copyright © 2010 Pearson Education Canada
Sources: Based on K. W. Thomas,
“Conflict and Negotiation Processes in
Organizations,” in Handbook of
Industrial and Organizational
Psychology, vol. 3, 2nd ed., ed. M. D.
Dunnette and L. M. Hough (Palo Alto,
CA: Consulting Psychologists Press,
1992), p. 668; C. K. W. De Dreu, A.
Evers, B. Beersma, E. S. Kluwer, and
A. Nauta, “A Theory-Based Measure of
Conflict Management Strategies in the
Workplace,” Journal of Organizational
Behavior 22, no. 6 (September 2001),
pp. 645-668; and D. G. Pruitt and J.
Rubin, Social Conflict: Escalation,
Stalemate and Settlement (New York:
Random House, 1986).
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What Can Individuals Do to Manage
Conflict?
• Problem solving
• Developing super-ordinate goals
• Smoothing
• Compromising
• Avoidance
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Techniques for Managing WorkRelated Conflicts
• Expansion of resources
• Authoritative command
• Altering the human variable
• Altering the structural variables
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Factors That Lead to
Personality Conflicts
• Misunderstandings based on age, race, or cultural
differences
• Intolerance, prejudice, discrimination, and bigotry
• Perceived inequalities
• Misunderstandings, rumours, or falsehoods about an
individual or group
• Blaming for mistakes or mishaps (finger-pointing)
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Tips for Employees Having a
Personality Conflict
•
Communicate directly with the other person to
resolve the perceived conflict.
•
Avoid dragging co-workers into the conflict.
•
If necessary, seek help from direct supervisors or
human resource specialists.
Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6th ed. (New York: McGraw-Hill, 2004), p. 492, Table 14-1. Reprinted by permission of McGraw-Hill Education.
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Tips for Third-Party Observers of a
Personality Conflict
• Do not take sides.
• Suggest the parties work things out themselves.
• If necessary, refer the problem to parties’ direct
supervisors.
Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6th ed. (New York: McGraw-Hill, 2004), p. 492, Table 14-1. Reprinted by permission of McGraw-Hill Education.
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Tips When Manager’s Employees Are
Having a Personality Conflict
• Investigate and document conflict.
• If appropriate, take corrective action (e.g.,
feedback or behaviour shaping).
• If necessary, attempt informal dispute resolution.
• Refer difficult conflicts to human resource
specialists or hired counsellors.
Source: R. Kreitner and A. Kinicki, Organizational Behavior, 6th ed. (New York: McGraw-Hill, 2004), p. 492, Table 14-1. Reprinted by permission of McGraw-Hill Education.
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Exhibit 9-3 Strategies For Dealing
With Intercultural Conflict
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Resolving Intercultural Conflicts
• Those from Asian cultures show a preference for conflict
avoidance, compared with Americans and Britons.
• Chinese and East Asian managers prefer compromising as a
strategy, contrary to North Americans.
• North Americans prefer a problem-solving approach to conflicts,
which yields a win-win solution.
• Win-win solutions are less likely to be achieved in Asian cultures.
• East Asian managers tend to ignore conflict rather than make it
public.
• Japanese managers tend to choose non-confrontational styles.
• Westerners are more likely to choose forcing as a strategy than
Asians.
• North Americans expect that negotiations may lead to a legal
contract; Asian cultures rely less on legal contracts and more on
relational contracts.
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Third-Party Conflict Resolution
• Facilitation
• Peer Review
• Conciliation
• Mediation
• Ombudsperson
• Arbitration
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Third-Party Conflict Resolution
• Facilitator
– Generally acquainted with both parties, working with
both sides to reach an agreement.
• Conciliator
– Trusted third party who provides an informal
communication link between the negotiator and the
opponent.
• Informal link
• Used extensively in international, labour, family, and
community disputes
• Fact-find, interpret messages, persuade disputants to develop
agreements
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Third-Party Conflict Resolution
• Ombudsperson
– An impartial party, widely respected, and
trusted.
• Peer Review
– A panel of peers who have been put together to
hear both sides of the issue from the parties
involved and to recommend a solution.
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Third-Party Conflict Resolution
• Mediator
– a neutral third party who facilitates a negotiated solution by
using reasoning, persuasion, and suggestions for alternatives.
• Labour-management negotiations and civil court disputes
• Settlement rate is about 60 percent; satisfaction rate is about 75
percent
• Participants must be motivated to bargain and settle
• Best under moderate levels of conflict
• Mediator must appear neutral and non-coercive
• Arbitrator: has authority to dictate an agreement.
– Voluntary (requested) or compulsory (imposed by law or contract)
– Always results in a settlement
– May result in further conflict
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Exhibit 9-4 Conflict and Unit
Performance
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Conflict Outcomes
Three desired outcomes of conflict
1. Agreement: equitable and fair agreements are the best
outcomes
2. Stronger relationships: when conflict is resolved
positively, this can lead to better relationships and
greater trust.
3. Learning: handling conflict successfully teaches one
how to do it better next time.
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Negotiation
• A process in which two or more parties exchange
goods or services and attempt to agree upon the
exchange rate for them.
– 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.
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How to Negotiate
• Five steps to negotiation:
–
–
–
–
–
Developing a strategy
Definition of ground rules
Clarification and justification
Bargaining and problem solving
Closure and implementation
• Identify BATNA:
– Best Alternative To a Negotiated Agreement.
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Exhibit 9-6 The Negotiation Process
Developing a strategy
Defining ground rules
Clarification and Justification
Bargaining and Problem Solving
Closure and Implementation
Langton, Robbins and Judge, Organizational Behaviour, Fifth Cdn. Ed.
Copyright © 2010 Pearson Education Canada
Source: This model is based on R. J.
Lewicki, “Bargaining and Negotiation,”
Exchange: The Organizational
BehaviorTeaching Journal 6, no. 2
(1981), pp. 39-40.
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Exhibit 9-7 Staking Out the
Bargaining Zone
$400
$475
$525
Buyer’s aspiration range
Bargaining
Zone
Buyer’s
target
point
Seller’s
resistance
point
$600
Seller’s aspiration range
Buyer’s
resistance
point
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Seller’s
target
point
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Issues in Negotiation
• Gender Differences in Negotiating Styles
• Cultural Differences in Negotiating Style
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Gender Differences
• Women
– More inclined to be concerned with feelings and
perceptions, and take a longer-term view.
– View the bargaining session as part of an overall
relationship.
– Tend to want all parties in the negotiation to be
empowered.
– Use dialogue to achieve understanding.
• Men
– View the bargaining session as a separate event.
– Use dialogue to persuade.
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Cross-Cultural Negotiation
• Negotiating styles vary across national culture
– French: Like conflict.
– Chinese: Draw out negotiations, believing they never
end.
– Japanese: Negotiate to develop relationships and
commitment. Early offers lead to more information
sharing and better integrative outcomes.
– Americans: Impatient, desire to be liked.
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Exhibit 9-8 Negotiating Attitude:
Win-Win or Win Lose
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Summary and Implications
1.
What is conflict?
– Conflict occurs when one party perceives that another
party’s actions will have a negative effect on
something the first party cares about.
2. How can conflict be resolved?
– Depending on how a conflict is defined, they can be
settled in a win-lose solution or a win-win solution.
3. What are the effects of conflict?
– Conflict can be functional and improve group
performance, or it can be dysfunctional and hinder it.
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Summary and Implications
4.
How does one negotiate effectively?
– Integrative bargaining tends to provide outcomes that
satisfy all parties and build lasting relationships.
5. What are some of the contemporary issues in
negotiation?
– Negotiation styles differ between genders and across
cultures.
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OB at Work
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For Review
1. What are the disadvantages to conflict? What are its
advantages?
2. Under what conditions might conflict be beneficial to
a group?
3. What is the difference between functional and
dysfunctional conflict? What determines
functionality?
4. What is dual concern theory?
5. What is the difference between a conciliator and a
mediator?
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For Review
6. What causes personality conflicts, and how can they
be resolved?
7. What defines the bargaining zone in distributive
bargaining?
8. Why isn’t integrative bargaining more widely
practised in organizations?
9. How do men and women differ, if at all, in their
approaches to negotiations?
10. How can you improve your negotiating
effectiveness?
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For Critical Thinking
1. Do you think competition and conflict are different? Explain.
2. “Participation is an excellent method for identifying differences and
resolving conflicts.” Do you agree or disagree? Discuss.
3. From your own experience, describe a situation you were involved in
where the conflict was dysfunctional. Describe another example, from
your experience, where the conflict was functional. Now analyze how
other parties in both conflicts might have interpreted the situation in
terms of whether the conflicts were functional or dysfunctional.
4. Assume one of your co-workers had to negotiate a contract with
someone from China. What problems might he or she face? If the coworker asked for advice, what suggestions would you give to help
facilitate a settlement?
5. Michael Eisner, CEO at the Walt Disney Corporation, wanted to
stimulate conflict inside his firm. But he wants to minimize conflict
with outside parties—agents, contractors, unions, etc. What does this
say about conflict levels, functional versus dysfunctional conflict, and
managing conflict.
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Point-CounterPoint
• Conflict Is Good for
the Organization
 Conflict is a means by
which to bring about radical
change.
 Conflict facilitates group
cohesiveness.
 Conflict improves group
and organizational
effectiveness.
 Conflict brings about a
slightly higher, more
constructive level of
tension.
• All Conflicts Are
Dysfunctional!
 The negative consequences
from conflict can be
devastating.
 Effective managers build
teamwork, not conflict.
 Competition is good for an
organization, but not
conflict.
 Managers who accept and
stimulate conflict don’t
survive in organizations.
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Breakout Group Exercises
• Form small groups to discuss the following:
1. You and two other students carpool to school every day. The
driver has recently taken to playing a new radio station quite
loudly. You do not like the music, or the loudness. Using one
of the conflict-handling intentions, indicate how you might
go about resolving this conflict.
2. Using the example above, identify a number of BATNAs
(best alternatives to a negotiated agreement) available to
you, and then decide whether you would continue
carpooling.
3. Which conflict-handling style is most consistent with how
you deal with conflict? Is your style effective? Why or why
not?
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From Concepts to Skills: Negotiating
• Begin with a positive overture.
• Address problems, not personalities.
• Pay little attention to initial offers.
• Emphasize win-win solutions.
• Create an open and trusting climate.
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