Transcript Robbins & Judge Organizational Behavior 13e
Robbins & Judge
Organizational Behavior
13th Edition
Conflict and Negotiation
Bob Stretch Southwestern College 15-0 © 2009 Prentice-Hall Inc. All rights reserved.
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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15-1
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
Encompasses a wide range of conflicts that people experience in organizations
– – – Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations
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15-2
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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15-3
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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15-4
Forms of Interactionist Conflict
Functional Conflict
• Conflict that supports the goals of the group and improves its performance
Dysfunctional Conflict
• Conflict that hinders group performance
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15-5
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 © 2009 Prentice-Hall Inc. All rights reserved.
15-6
The Conflict Process
We will focus on each step in a moment… © 2009 Prentice-Hall Inc. All rights reserved.
E X H I B I T 15-1 15-7
Stage I: Potential Opposition or Incompatibility
Communication
– Semantic difficulties, misunderstandings, and “noise”
Structure
– Size and specialization of jobs – – – Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) – –
Personal Variables
– Reward systems (win-lose) Dependence/interdependence of groups Differing individual value systems – Personality types
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15-8
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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15-9
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
Source:
K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.),
Handbook of Industrial and Organizational Psychology
, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.
E X H I B I T 15-2 © 2009 Prentice-Hall Inc. All rights reserved.
15-10
Stage IV: Behavior
Conflict Management
– The use of resolution and stimulation techniques to achieve the desired level of conflict
Conflict-Intensity Continuum
Source:
Based on S.P. Robbins,
Managing Organizational Conflict: A Nontraditional Approach
(Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93 – 97; and F. Glasi, “The Process of Conflict Escalation and the Roles of Third Parties,” in G.B.J. Bomers and R. Peterson (eds.),
Conflict Management and Industrial Relations
(Boston: Kluwer-Nijhoff, 1982), pp. 119 –40.
E X H I B I T 15-3 © 2009 Prentice-Hall Inc. All rights reserved.
15-11
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
Source:
Based on S. P. Robbins,
Managing Organizational Conflict: A Nontraditional Approach
(Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59 –89
E X H I B I T 15-4 © 2009 Prentice-Hall Inc. All rights reserved.
15-12
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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15-13
Negotiation
Negotiation (Bargaining)
– A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
Two General Approaches:
– 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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15-14
Distributive versus Integrative Bargaining
Bargaining Characteristic
Goal Motivation Focus Information Sharing Duration of Relationships
Distributive Bargaining
Get all the pie you can Win-Lose Positions Low Short-Term
Source:
Based on R. J. Lewicki and J. A. Litterer,
Negotiation
(Homewood, IL: Irwin, 1985), p. 280.
Integrative
Yours Mine
Distributive Integrative Bargaining
Expand the pie Win-Win Interests High Long-Term Yours Mine
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E X H I B I T 15-5 15-15
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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E X H I B I T 15-6 15-16
The Negotiation Process
BATNA
– The
B
est
A
lternative
T
o a
N
egotiated
A
greement – The lowest acceptable value (outcome) to an individual for a negotiated agreement
The “Bottom Line” for negotiations
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E X H I B I T 15-7 15-17
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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15-18
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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15-19
Global Implications
Conflict and Culture
– – Japanese and U.S. managers view conflict differently U.S. managers more likely to use competing tactics while Japanese managers are likely to use compromise and avoidance
Cultural Differences in Negotiations
– Multiple cross-cultural studies on negotiation styles, for instance: • American negotiators are more likely than Japanese bargainers to make a first offer • North Americans use facts to persuade, Arabs use emotion, and Russians used asserted ideals • Brazilians say “no” more often than Americans or Japanese
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15-20
Summary and Managerial Implications
Conflict can be constructive or destructive
Reduce excessive conflict by using:
– – – – – Competition Collaboration Avoidance Accommodation Compromise
Integrative negotiation is a better long-term method © 2009 Prentice-Hall Inc. All rights reserved.
E X H I B I T 15-8 15-21
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