mba i ob u 4.1 conflict and negotiation
TRANSCRIPT
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Course: MBASubject : Organization Behavior
Unit: 4
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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 aboutThat point in an ongoing activity when an interaction
“crosses over” to become an interparty conflictEncompasses a wide range of conflicts that people
experience in organizationsIncompatibility of goalsDifferences over interpretations of factsDisagreements based on behavioral expectations
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View of ConflictThe 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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Resolution Focused View of ConflictThe belief that conflict is a natural and inevitable
outcome in any groupFocuses on productive conflict resolution
Interactionist View of ConflictThe 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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Task ConflictConflicts over content and goals of the workLow-to-moderate levels of this type are
FUNCTIONAL
Relationship ConflictConflict based on interpersonal relationshipsAlmost always DYSFUNCTIONAL
Process ConflictConflict over how work gets doneLow levels of this type are FUNCTIONAL
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We will focus on each step in a moment…
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Communication Semantic difficulties, misunderstandings, over communication
and “noise”
Structure Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups
Personal Variables Differing individual value systems Personality types
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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 ConflictEmotional involvement in a conflict creating anxiety, tenseness,
frustration, or hostility
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IntentionsDecisions to act in a given wayNote: behavior does not always accurately reflect intent
Dimensions of conflict-handling intentions:Cooperativeness
Attempting to satisfy the other party’sconcerns
AssertivenessAttempting to satisfy
one’s own concerns
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Conflict Management
The use of resolution and stimulation techniques to achieve the desired level of conflict
Conflict-Intensity Continuum
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Conflict Resolution Techniques
Problem solvingSuperordinate goalsExpansion of resourcesAvoidanceSmoothingCompromiseAuthoritative commandAltering the human
variableAltering the structural
variables
Conflict Stimulation Techniques
Bringing in outsidersCommunicationRestructuring the
organizationAppointing a devil’s
advocate
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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
Managing Functional Conflict Reward dissent and punish
conflict avoiders
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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 BargainingNegotiation that seeks one or more settlements that can
create a win-win solution
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Bargaining Characteristic Distributive Bargaining Integrative Bargaining
Goal Get all the pie you can Expand the pie
Motivation Win-Lose Win-Win
Focus Positions Interests
Information Sharing Low High
Duration of Relationships Short-Term Long-Term
Distributive
Integrative
Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), p. 280.
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BATNA
The Best Alternative To a Negotiated Agreement
The lowest acceptable value (outcome) to an individual for a negotiated agreement
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Personality TraitsExtroverts and agreeable people are weaker at
distributive negotiation; disagreeable introverts are bestIntelligence is a weak indicator of effectiveness
Mood and EmotionAbility to show anger helps in distributive bargainingPositive moods and emotions help integrative
bargainingGender
Men and women negotiate the same way, but may experience different outcomes
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Four Basic Third-Party Roles Mediator
A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives
ArbitratorA 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
ConsultantAn impartial third party, skilled in conflict management, who
attempts to facilitate creative problem solving through communication and analysis
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Conflict and CultureIndian and French managers view conflict differentlyIndian managers are more likely to use
accommodation and avoidance while French managers are likely to use competing tactics.
Cultural Differences in NegotiationsMultiple cross-cultural studies on negotiation styles,
for instance:American negotiators are more likely than Japanese
bargainers to make a first offerNorth Americans use facts to persuade; Arabs use
emotion; and Russians use asserted idealsBrazilians say “no” more often than Americans or
Japanese
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Conflict can be constructive or destructive
Reduce excessive conflict by using:CompetitionCollaborationAvoidanceAccommodationCompromise
Integrative negotiation is a better long-term method
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