Slide OB 13e chapter 015 conflict and negotiation

Robbins & JudgeOrganizational Behavior 13th Edition Chapter 15: Conflict and Negotiation Student Study Slideshow... Conflict Defined• A process that begins when one party perceives that

Robbins & Judge

Organizational Behavior

13th Edition

Chapter 15: Conflict and Negotiation

Student Study Slideshow

Chapter Learning Objectives

• After studying this chapter you should be able to:

– 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.

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

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

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

Forms of Interactionist Conflict

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

The Conflict Process

• Stage I: Potential Opposition or Incompatibility

• Leadership styles (close or participative)

• Reward systems (win-lose)

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

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

Exhibit 15-2

Stage IV: Behavior

• Conflict Management

– The use of resolution and stimulation techniques

to achieve the desired level of conflict

• Conflict-Intensity Continuum

Exhibit 15-3

Conflict Resolution Techniques

– Appointing a devil’s advocate

Exhibit 15-4

Stage V: Outcomes

• Functional

– Increased group performance

– Improved quality of decisions

– Stimulation of creativity and

members overcomes group goals

• Creating Functional Conflict

– Reward dissent and punish conflict avoiders

• 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 versus Integrative

Bargaining

Exhibit 15-5

Bargaining Characteristic Distributive Bargaining Integrative Bargaining

Bargaining Tactics and the Bargaining

The Negotiation Process

• BATNA

– The Best Alternative To a Negotiated Agreement

– The lowest acceptable value (outcome) to an

individual for a negotiated agreement

• The “Bottom Line” for negotiations

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

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

Summary and Managerial Implications

• Conflict can be constructive or destructive

• Reduce excessive conflict by using:

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