11 conflict&negotiation
TRANSCRIPT
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ConfictConfict
Functional (Constructive) confict serves theorganizations interests while
dysunctional confictdysunctional confict threatensthe organizationsinterests.
Confict:Confict:
The process in which one party perceives that its
interests are being opposed or negatively aected by another
party.!
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Positive
Outcomes
Low Moderate Highe
Browns Conflict Continuum
Too LittleConflict
Too MuchConflict
Neutral
Negative
Intensity
Appropriate
Conflict
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TraditionalTraditional
TraditionalTraditional
TransitionsTransitions
in Confictin Confict
ThoughtThought
TransitionsTransitions
in Confictin Confict
ThoughtThought
HumanHumanRelationsRelations
HumanHumanRelationsRelations
InteractionistInteractionist
InteractionistInteractionist
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The Conflict Process
Sources ofSources ofConflictConflict
ManifestManifestConflictConflict
ConflictConflictutcomesutcomes
Perceived
Conflict
!elt
Conflict
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A Conflict Model (Figure 10-8)
Conflict Aftermath
Aftermath ofPreceding "pisode
Latent Conflict
!elt Conflict Perceived Conflict
"nvironmental
"ffects
StrategicConsiderations
Manifest Conflict
Attention#!ocus and
$iversion
Mechanisms
rgani%ational
and "&tra#rgani%ational
Tensions
Conflict
ResolutionMechanisms
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A Conflict Model Latent Conflict' Latent conflict is essentially conflict
aiting to ha!!en"
!elt Conflict' Felt conflict is e#!erienced as disco$fort
and tension"
Perceived Conflict' Percei%ed conflict is the aarenessthat e are in a conflict situation"
Manifest Conflict' After conflict is !ercei%ed and felt& it
$ay or $ay not 'eco$e o!en& or $anifest"
Conflict Aftermath' Conflict is liely to 'reed $oreconflict and& hen it does& that conflict is liely to tae on
a life of its on"
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"esired #utco$es o Confict"esired #utco$es o Confict
AgreementAgreement%trive or e&uitable and airagree$ents that last.
Stronger relationships:Stronger relationships:'uild bridges o
goodwill and trust or the uture.Learning:Learning:reater selawareness and creative
proble$ solving.
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Types o ConfictTypes o Confict Line Sta ConfictLine Sta Confict
Intrapersonal ConfictIntrapersonal Confict
Approach-ApproachApproach-Approach
Approach - AvoidanceApproach - Avoidance
Avoidance AvoidanceAvoidance Avoidance
Interpersonal ConfictInterpersonal Confict
Intergroup ConfictIntergroup Confict
Cross Cultural ConfictCross Cultural Confict
Task ConfictTask Confict
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*ntecedents o Confict*ntecedents o Confict
+. ,nco$patible personalities or value syste$s.-. #verlapping or unclear ob boundaries./. Co$petition or li$ited resources.0. ,nterdepart$ent 1intergroup co$petition.2. ,nade&uate co$$unication.
3. ,nterdependent tas4s.5. #rganizational co$ple6ity.7. 8nreasonable or unclear policies9 standards9 or
rules.:. 8nreasonable deadlines or e6tre$e ti$e pressure.
+;. Collective decision $a4ing.++. "ecision $a4ing by consensus.+-. 8n$et e6pectations.+/. 8nresolved or suppressed confict.
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*ources of Conflict
+oal+oal
,nco$!ati'ility,nco$!ati'ility
ifferent .aluesifferent .alues
and /eliefsand /eliefs
+oals conflict ith goals of others
ifferent 'eliefs due to uniue'acground& e#!erience& training
Caused 'y s!ecialied tass& careers
2#!lains $isunderstanding in cross-cultural and $erger relations
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*ources of Conflict
+oal+oal
,nco$!ati'ility,nco$!ati'ility
ifferent .aluesifferent .alues
and /eliefsand /eliefs
TasTas
,nterde!endence,nterde!endence
Three le%els of interde!endence
3esource3esource
AA // CC
Pooled
AA // CC
*euential
AA
// CC
3eci!rocal
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*ources of Conflict
+oal+oal
,nco$!ati'ility,nco$!ati'ility
ifferent .aluesifferent .alues
and /eliefsand /eliefs
TasTas
,nterde!endence,nterde!endence
*carce*carce
3esources3esources
A$'iguityA$'iguity
,ncreases co$!etition for resources
to fulfill goals
Lac of rules guiding relations 2ncourages !olitical tactics
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*ources of Conflict
+oal+oal
,nco$!ati'ility,nco$!ati'ility
ifferent .aluesifferent .alues
and /eliefsand /eliefs
TasTas
,nterde!endence,nterde!endence
*carce*carce
3esources3esources
A$'iguityA$'iguity
Co$$unicationCo$$unication
Pro'le$sPro'le$s
Lac of o!!ortunity--reliance on stereoty!es
Lac of a'ility-- arrogant co$$unication
heightens conflict !erce!tionLac of $oti%ation
-- conflict causes loer $oti%ation toco$$unicate& increasesstereoty!ing
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Conflict Manage$ent *tyles
4rientations 5in-in orientation
6 7ou 'elie%e !arties ill find a $utually 'eneficial
solution to their disagree$ent
5in-lose orientation
6 7ou 'elie%e that the $ore one !arty recei%es& the
less the other recei%es
6 Tends to escalate conflict& use of !oer!olitics
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Tips or $ployeesTips or $ployees
*re ?aving a @ersonality Confict*re ?aving a @ersonality Confict
+. Follow co$pany policies or diversity9 antidiscri$ination9 and se6ual harass$ent.
-. ,nvestigate and docu$ent confict.
/. , appropriate9 ta4e corrective action (e.g.9eedbac4 or '
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%4ills and 'est @ractices ?ow to 'uild%4ills and 'est @ractices ?ow to 'uild
CrossCultural AelationshipsCrossCultural Aelationships
"ehavior"ehavior Aan4Aan4'e a good listener +
'e sensitive to the needs o others -
'e cooperative9 rather than overly co$petitive -*dvocate inclusive (participative) leadership /
Co$pro$ise rather than do$inate 0
'uild rapport through conversations 2
'e co$passionate and understanding 3*void confict by e$phasizing har$ony 5
urture others (develop and $entor) 7
TieTie
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%ti$ulating Functional Confict%ti$ulating Functional Confict
#ialectic $ethod#ialectic $ethod
#evil%s Advocacevil%s Advocac&
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Conflict Manage$ent *tyles
,ntegrating #bliging
"o$inating *voiding
Co$pro$ising
?igh Gow
?igh
GowConcern
for#thers
Concern or %el
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Competing' ,n%ol%es trying to in at the other !arty9s e#!ense"
+enerally leads to antagonis$ and festering resent$ent"
Avoiding'Atte$!ts to a%oid or s$ooth o%er conflict situations"
+enerally un!roducti%e"
Accommodating' ,n%ol%es acceding co$!letely to the other
!arty9s ishes or at least coo!erating ith little or no attention toone9s on interests"
Compromising' ,n%ol%es an atte$!t to find a satisfactory
$iddle ground (:s!lit the difference;)
Colla(orating' This !ro'le$-sol%ing style is $utually'eneficial" 3euires trust& o!en sharing of infor$ation& and
creati%ity"
Conflict Manage$ent *tyles
C f * *
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Gholipour A. 2006. Organizational Behavior. University of Tehran.
Fitting Conflict *tyle to the *ituationConflict St)le Appropriate Situation
Competing Ti$e is short and e
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Hiew o >thics in ConfictHiew o >thics in Confict
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Conflict Pre$ises
Conflict and disagree$ent are nor$al in hu$an relationshi!s"
Conflict $ay 'e good" The ay in hich conflict is fra$ed $ay influence its nature and
outco$es"6 3elationshi!tas6 2$otionalintellectual
6 Coo!eratein A $utually acce!ta'le solution can often 'e found" Any of the !arties to conflict can contri'ute to its resolution 'y
taing !ersonal res!onsi'ility and initiating co$$unications" Trusting 'eha%ior can e%oe trusting 'eha%ior"
Consensus and synergy are liely only hen !eo!le choose tocoo!erate in a in-in relationshi! rather than co$!ete"
*o$e conflicts $ay ne%er 'e resol%ed 'ecause of fear& rigidity&intolerance& !aranoia& or other e$otional i$!air$ent"
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A!!roaches to Conflict 3esolution
ReducedConflict
ImproveCommunications
Clarif) *o(Responsi(ilities
$evelop
"mplo)ees+Negotiating S,ills
-se Third
Parties as
Mediators
Separate
Conflicting
Parties
.ring Parties
Together to !oster-nderstanding and
Cooperation
!ocus onLarger /oals
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Co$$unication +uidelines to /uild More
Producti%e 3elationshi!s
0' .e honest1 sa) what+s on )our mind now' .e open'2' .e specific1 provide e&les'
3' $on+t use the words neverand always'
4' Listen in depth1 reflect and paraphrase what )ou hear'
5' As, 6uestions to clarif) the meaning of what the other person is sa)ing'
7' !ocus on (ehavior that the other person controls'
8' Maintain good e)e contact'9' !ocus on onl) one specific issue or (ehavior at a time'
:' $on+t interrupt'
0;'Sta) there' $on+t wal, awa) mentall)< emotionall)< ph)sicall)< orps)chologicall)'
00' .e direct and tactful'
02'-se I statements rather than youstatements =e'g'< >?hen this happens< I feel@ rather than >?hen )ou do this< it ma,es me feel @B'
03'$on+t attac, the other person () ridiculing< taunting< or otherwise (eing rudeand hostile'
04'$on+t defend )ourself () (laming others< avoiding< or withdrawing'
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egotiatingegotiating
#istriutive negotiation:#istriutive negotiation:%ingle issueI E6edpieI winlose.
Integrative negotiation:Integrative negotiation:
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Availa(le Resources
Primar) Motivations
Primar) Interests
!ocus of Relationships
!i&ed Amount
I ?in< ou Lose
pposed
Short#Term
Daria(le Amount
I ?in< ou ?in
Congruent
Long#Term
Integrative
.argaining
$istri(utive
.argaining
.argaining
Characteristics
The To Ty!es of
/argaining *trategiesThe To Ty!es of
/argaining *trategies
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*n ,ntegrative *pproach*n ,ntegrative *pproach
*ddedHalue egotiation*ddedHalue egotiation
Clariy interests.
,dentiy options.
"esign alternative dealpac4ages.
%elect a deal.@erect the deal.
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*ituational ,nfluences on
>egotiation
Location
Physical *etting
Ti$e ,n%est$ent and eadlines
Audience"
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7our Positions7our Positions
,nitial Target
,nitialTarget4!!onent9s Positions4!!onent9s Positions
Area ofPotential
Agreement
/argaining ?one Model
3esistance
3esistance
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ecision-Maing /iases That
,$!ede >egotiations 2scalation of co$$it$ent The $ythical fi#ed !ie
Anchoring and ad@ust$ents
Fra$ing negotiations
A%aila'ility of infor$ation
The inner9s curse
4%erconfidence
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2ffecti%e >egotiator /eha%iours
Plan and *et +oals
+ather ,nfor$ation
Co$$unicate 2ffecti%ely
Mae A!!ro!riate Concessions
""
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,$!ro%ing >egotiation *ills
3esearch your o!!onent
/egin ith a !ositi%e o%erture Address !ro'le$s& not !ersonalities
Pay little attention to initial offers
2$!hasie in-in solutions
Create an o!en& trusting cli$ate
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Third J @arty egotiationsThird J @arty egotiations
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*lternative "ispute Aesolution (*"A)*lternative "ispute Aesolution (*"A)
Techni&uesTechni&ues
/acilitation:/acilitation:Third party gets disputants to deal directly andconstructively with each other.
Conciliation:Conciliation:eutral third party acts as co$$unication lin4between disputants.
0eer revie!:0eer revie!:,$partial cowor4ers hear both sides and renderdecision that $ay or $ay not be binding.
1mudsman1mudsman::Aespected and trusted $e$ber o the organizationhears grievances conEdentially.
$ediation$ediation::Trained thirdparty guides disputants toward their ownsolution.
Aritration:Aritration:eutral thirdparty hears both sides in a courtli4esetting and renders a binding decision.
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8nethical egotiating Tactics8nethical egotiating Tactics
2323 LiesLies
4343 0uer&0uer&
5353 #eception#eception
6363 7eakening The 1pponent7eakening The 1pponent
8383 Strengthening 1ne9s 1!n 0ositionStrengthening 1ne9s 1!n 0osition
33 Inormation +;ploitationInormation +;ploitation
3 #istraction#istraction
2?32?3$a;imi@ation$a;imi@ation