Organizational Behavior
Penempatan PegawaiSchool of Communication & BusinessInspiring Creative Innovation
Meeting-11
CONFLICTAND
NEGOTIATIONS
QUOTES
Business is conflict. That is the creative process.You don't get special performance by saying"Yes". You get love, but you don't get specialperformance.
Richard Snyder, CEO
CONFLICT
Conflict
Conflict is a process in which there is one partywho feels that the other party has negativelyinfluenced something that is concerned by the firstparty.A point on every activity that is taking place when "an
interaction crosses" can become a conflict betweenparties.
Conflicts experienced by someone in theorganization, including:Target mismatch
Difference in interpretation of meaning
Disagreement based on behavioral expectations.
Transition in Conflict Thinking
Causes of conflict:
1) Poor communication
2) Lack of openness
3) Failure to interpret employee needs
1. Traditional View
The belief that all conflicts are dangerous and should be avoided.
2. Human Relations (Interactionist) View
The belief that conflict is natural and unavoidable.
In the Interactionist View:
The belief that conflict is not only apositive thing in the group, but isfully needed for the effectiveness ofgroup performance.
Functional Vs Dysfunctional Conflict
Functional Conflict
Conflicts that support the goalsand improve group performance
Dysfunctional Conflict
Conflicts that disrupt group performance
Conflict Process
Conflict Process
Communication
Difficulty in interpreting words, misunderstandings, and disturbances in communication (including over communication)
Structure
Job size and specialization
Clarity of jurisdiction
Member match to goal
Leadership style
Reward system
Group dependency
Personal Variable
Differences in individual rating systems (e.g. first impressions)
Personality type
Stage 1: Potential for Conflict and Discrepancy
Stage 2: Awareness and Personalization
Perceived conflict
One or more parties' awareness of the existence of conditions that create opportunities for conflict to grow
Felt conflict
Emotional involvement in aconflict that creates: anxiety,tension, frustration andhostility
Negative emotions cause: simplify problems, loss of trust, and negativeinterpretation of other parties
Conflict Process
Stage 3: Intention
Competing
The desire to satisfy the interests of one party by not caring about its impact on the other party.
Collaborating
Situations where the parties to the conflict, each of whom wants to fully satisfy all parties
Avoiding
The desire to withdraw or suppress conflict
Accommodate
Willingness of one party to prioritize the interests of opponents
Compromising
A situation where each party in a conflict is willing to sacrifice something
Conflict Process
Dimensions of Conflict-Handling Intention
Stage 4: Behavior
Conflict Management:
The use of solving and stimulation techniques to achieve the desired level of conflict
Form: statements, actions, reactions from parties to the conflict
Conflict Process
Stage 5: Results
Functional Results
Improve group performance
Improve the quality of decisions
Stimulate creativity and innovation.
Encourage interest and curiosity.
Provision of facilities for problem solving.
Creating an environment for self-evaluation and change.
Dysfunctional Results
Increase dissatisfaction
Reducing group effectiveness
Obstruct communication
Decreasing group cohesion
Quarreling between group members
Conflict Process
How to Create Functional Conflicts?
• Reward and Punishment (e.g. Hawlet Packet/ HP)
HP rewards employees who own and maintain opinions / ideasthat they believe to be correct, even if those opinions / ideas arerejected by management.
Punishment can be given to avoiders.
• Formal system (e.g. Herman Miller Inc. & IBM)
Herman Miller Inc. has a formal system, where subordinates canprovide evaluation and criticism to their superiors.
Lvel of Conflict and Unit
Performance
NEGOTIATION
NegotiationNegotiation 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.
BATNA (Acronim)
The Best Alternative To aNegotiated Agreement; Thelowest value an individualcan accept to reach abargaining agreement.
Negotiation Strategy
• Distributive Negotiations
Negotiations that try to distribute resources in fixed amounts; a win-lost situation
• Integrative Negotiations
Negotiations that try to find one or more solutions that can create a win-win situation (win both sides)
Negotiation Strategy
Distributive Versus Integrative Bargaining
Negotiation Zone
Target point of party-A The range of aspirations of party-BThe range
Settlement
The rangeaspiration
Party-A
PointTarget ofParty-B
Pointdefense
from Party-B
Pointdefense
from Party-A
Negotiation Process
• Preparation and Planning
What is the nature of the conflict?
What is the history that directs these negotiations?
Who is involved and how is their perception of this conflict?
What do you want from this negotiation?
What are your goals?
Etc.
Develop strategies like expert chess players
Negotiation Process
• Defining the Basic/ Ground RulesWho will negotiate?
Where will it be held?
What time constraints, if any, will beapplied?
On what issues will negotiations be limited?
At this stage each party exchanges proposalsand initial requests
Negotiation Process
• Clarification and Justification
When the initial proposals are exchanged, thetwo parties will: explain, strengthen, clarify,support and justify the initial request.
In this phase there is NO MUST confrontation
This is an opportunity to inform each of theproblems, why the problem is important, andhow come to the initial request
Negotiation Process
Inti proses negosiasi adalah take and give danberusaha utk menyelesaikan perjanjian
Pada phase ini kedua belah pihak perlumembuat konsesi.
• Perundingan dan Pemecahan Masalah
Negotiation Process
The core of the negotiation process is takeand give and try to complete the agreement
In this phase both parties need to makeconcessions
• Bargaining and Problem Solving
Negotiation Process
• Closure and Implementation
Formalization of agreements (eg contractmaking)
Develop procedures for implementation andmonitoring
Negotiation Process
Saragih TelU 2015 33
ISSUES IN NEGOTIATION
• The role of mood Positive mood will produce better
• Personality traits What personality types are needed if distributive negotiations
are to be carried out?
• Gender differences Male / female stereotypes
• Cultural differences Italians, Germans and French do criticize before they do praise Indian executives are used to interrupting one to another What about the culture of the Sundanese, Padang, Chinese,
Batak, Javanese, Madurese, Banten when negotiating?
Third Party Negotiations
Mediator
A third party that is neutral and facilitates thecompletion of negotiations by using reasoning,persuasion and suggestions as alternatives
Arbitrator
Third parties who have the authority toenforce agreements
(Needed because not everyone can manage negotiations properly)
Consultan
An impartial third party, skilled inconflict management, who tries toprovide creative resolution of decisionsthrough communication and analysis
Conciliator
A trusted third party which provides an informalcommunication connection between thenegotiator and his opponent
To make:“Mind Mapping” (Lecture Material in this Week)
Requirements
1) A maximum of 1 (one) page per topic
2) Informative (can be given a picture, color, symbol,
illustration, etc.)
3) No Cover (just write your name and NIM on the
Mind Map sheet)
4) Handwritten or printed (using Mind Map software)
5) Must not copy paste (must be individually unique)
6) Collected not more than 24 hours
7) Finalty 0.5 point per day if late collecting
Individual Task:
Fakultas Komunikasi dan BisnisInspiring Creative Innovation