Transcript Chapter 13 Conflict and Negotiation

Chapter 13
Conflict and
Negotiation
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 1
Objectives
Describe behaviors that characterize group
conflict
Identify common sources of conflict
Explain the five conflict-handling modes
Understand the functional and
dysfunctional nature of conflict
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 2
…Objectives
Differentiate between distributive and
integrative bargaining
Explain principled negotiation
Describe how culture influences conflict
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 3
Characteristics Of Conflict
Stereotyping
Overvaluation of one’s own group
Devaluation of the other group
Polarization on issues
Distortion of perceptions
Escalation
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 4
Common Sources Of Conflict
We-they attitudes of reference groups
Competition for scarce resources
Ambiguous authority
Interdependence
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 5
…Common Sources Of Conflict
Deficient information
Differences in values, interests,
personalities
Differences in education, culture,
perceptions
Different goals and
expectations
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 6
Conflict
Dysfunctional Aspects
Reduced productivity
Siphons attention from
organizational goals
Decreases morale
Reduces job satisfaction
Causes heightened anxiety
Causes absenteeism
Increases turnover
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 7
…Conflict
Functional Aspects
Forces articulation of views
Results in greater
understanding
Makes values and belief
system more visible
Helps set organizational
priorities
Serves as a safety valve
Increases cohesiveness
Spurs creativity
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 8
Levels of Conflict
 Intrapersonal
 Interpersonal
 Intragroup
 Intergroup
 Intraorganizational
 Interorganizational
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 9
Party’s desire to satisfy own concern
unassertive
assertive
Assertiveness
Five Conflict-Handling
Orientations
Competition
Collaboration
Compromise
Accommodation
Avoidance
uncooperative
Cooperativeness
cooperative
Party’s desire to satisfy other’s concern
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 10
Preventing Conflict
Emphasize organizational effectiveness
and common goals
Ensure frequent communication and
interaction
Rotate members among conflicting parties
Avoid win-lose situations
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 11
Distributive and Integrative
Bargaining
Distributive
 Win-lose approach
 Fixed amount of
resources
 Short-term focus on
relationship
Integrative
 Win-win approach
 Not a zero-sum game
 Long-term focus on
relationship
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
50%
50%
60%
40%
More
Discovered
13- 12
Principled Negotiation
Separate the people
from the problem
Focus on interests,
not positions
Invent options for
mutual gain
Insist on objective
criteria
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 13
Separate the People from the
Problem
Be soft on people, hard on the problem
Maintain the relationship
Recognize people problems in perception,
emotion, communication
Put yourself in their shoes
See yourself as a partner working with the
other side to solve the problem
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 14
Focus on Interests, not Positions
What’s behind the positions of the other
side?
Identify shared, opposed, and different
interests
Be assertive about presenting your
interests
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 15
Invent Options for Mutual Gain
Avoid the following:
Premature judgment
Searching for the single answer
Assumption of a fixed pie
The problem is theirs, not ours
Brainstorm options
Look for mutual gain
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 16
Insist on Objective Criteria
Fair standards or fair procedures
Frame each issue as a joint search for
objective criteria
Reason and be open to reason
Never yield to pressure, only to principle
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 17
BATNA
Best Alternative to a Negotiated Agreement
Determine your BATNA and that of the
other party beforehand
Compare offers to your BATNA during the
negotiation
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 18
Effects of Emotion on
Negotiations
Negotiating
Feature
Effects of Negative
Emotions
Effects of Positive
Emotions
Parties’
relationship
Tension and distrust
Cooperation and
collaboration
Communication
Restricted
Open, two-way
Interests
Focus on own interests
Open to other’s interests
Options
Focus on two options:
ours and theirs
Attempt to invent multiple
options for mutual gain
BATNA
May reject agreement
even if above BATNA
Commitment to getting
best option as long as it
exceeds BATNA
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 19
Emotional Approaches to
Negotiation
Rational
Positive
Negative
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
Controlling and
suppressing
emotions
Expressing
positive emotions
and engendering
them in others
Expressing
negative emotions
such as anger and
rage
13- 20
Managing Emotions during
Negotiations
 Five concerns
– Appreciation
– Affiliation
– Autonomy
– Status
– Fulfilling roles and responsibilities
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 21
Cultural Influences on Conflict
Importance of saving face
Low- or high-context communication
Individualism-collectivism
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 22
High-Context
Communication
Most information in physical context or
internalized in the person
Listeners are expected to fill in the blanks
with their own knowledge
Found predominantly in collectivist cultures
More ambiguous and indirect
Less self-disclosure
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 23
Low-Context
Communication
Mass of information embedded in explicit,
transmitted message
Found predominantly in individualistic
cultures
Direct and unambiguous
More self-disclosure
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 24
“The Japanese probably never
will become gabby. We’re a
homogeneous people and
don’t have to speak as much
as you do in the United States.
When we say one word, we
understand 10, but in the
United States, you have to say
10 to understand one.”
Japanese Manager
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 25
Conflict in Low-Context
Cultures
Instrumental
Linear, logical approach
Issues separate from people
Viewed as less threatening
More direct, disclosing
Face-threatening messages
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 26
Conflict in Individualistic
Cultures
Concerned with self and families
Focus on personal rights
Strong assertions of personal opinion
Individual accountability for problems
Concerns violations of individual expectations
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 27
Conflict in
Collectivist Cultures
Personal interests subordinated for the good
of the group
Indirect approach
Face-saving measures
Use of third-party mediators
Group accountability for problems
Concerns violations of group norms or expectations
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 28
Keys to Negotiating
Cross-Culturally
Choose a representative with an
appropriate level of power and status
Understand the network of relationships
Provide face-saving mechanisms
Understand how and when to show
respect
Understand the communication style
Understand how integrative bargaining is
viewed in the culture
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 29