13T H I R T E E N

Organizational Conflict and Negotiation

Organizational Conflict and Negotiation

C H A P T E R

Writing topics Describe an experience dealing with

conflict where that conflict was satisfactorily resolved

Describe an experience dealing with conflict where that conflict was not satisfactorily resolved

Describe an experience in which you had to negotiate for something you wanted (a raise, a day off, an extension).

Personal Orientations Toward Working with Others

Individualists

Cooperators

Competitors

Equality of outcomes

Outperforming others

Others’ outcomes

Own outcomes

Equalizers

Personal OrientationPersonal Orientation Primary ConcernPrimary Concern

Collectivism, Individualism, and Cooperation

Persons highin collectivism

Persons highin individualism

Cooperative undera wide range of

conditions

Cooperative onlyunder some conditions

(e.g., small groups,individual contributions

readily visible)

P. Doyle. Ottawa Citizen

Conflict DefinedThe process in

which one party

perceives that its

interests are being

opposed or

negatively affected

by another party.

The Conflict Process

Sources ofSources ofConflictConflict

ManifestManifestConflictConflict

ConflictConflictOutcomesOutcomes

ConflictPerceptions

ConflictEmotions

Task vs. Socioemotional Conflict Task-related conflict

Conflict is aimed at issue, not parties Basis of constructive controversy Helps recognize problems, identify solutions,

and understand the issues better

Socioemotional conflict Conflict viewed as a personal attack Foundation of conflict escalation Leads to dissatisfaction, stress, and turnover

© Photodisc. With permission.

Organizational Conflict OutcomesPotential benefits

Improves decision making Strengthens team dynamics

Dysfunctional outcomes Diverts energy and resources Encourages organizational politics Encourages stereotyping Weakens knowledge management

Sources of ConflictGoalGoal

IncompatibilityIncompatibility

Different ValuesDifferent Valuesand Beliefsand Beliefs

• Goals conflict with goals of others

• Different beliefs due to unique background, experience, training

• Caused by specialized tasks, careers

• Explains misunderstanding in cross-cultural and merger relations

Sources of ConflictGoalGoal

IncompatibilityIncompatibility

Different ValuesDifferent Valuesand Beliefsand Beliefs

TaskTaskInterdependenceInterdependence

Three levels of interdependence

ResourceResource

AA BB CC

Pooled

AA BB CC

Sequential

AA

BB CC

Reciprocal

Sources of ConflictGoalGoal

IncompatibilityIncompatibility

Different ValuesDifferent Valuesand Beliefsand Beliefs

TaskTaskInterdependenceInterdependence

ScarceScarceResourcesResources

AmbiguityAmbiguity

CommunicationCommunicationProblemsProblems

• Increases competition for resources to fulfill goals

• Lack of rules guiding relations• Encourages political tactics

Lack of opportunity – reliance on stereotypes

Lack of ability– arrogant communication heightens

conflict perception

Lack of motivation – conflict causes lower motivation to

communicate, increases stereotyping

Ass

erti

ven

ess

Cooperativeness

Competing Collaborating

Compromising

Avoiding Accommodating

High

Low High

Conflict Management Styles

Basic Styles of Resolving Conflict

Competition

Compromise

Avoidance Accommodation

(low)(low) (high)(high)

(low(low))

(high)(high)

Collaboration

IntegrationIntegrationD

istribu

tionD

istribu

tion

Conflict Management Strategies1. Emphasizing Superordinate

Goals Emphasizing common objectives rather

than conflicting sub-goals Reduces goal incompatibility and

differentiation

2. Reducing Differentiation Removing sources of different values

and beliefs Generalist careers and job rotation Common dress code and status Common work experiences

3. Communication and Understanding

Employees understand and appreciate each other’s views through communication

Informal gatherings

Formal dialogue sessions

Relationship restructuring

Drum sessions

G. Diggens. With permission.

Other Ways to Manage Conflict

4. Reduce Task Interdependence

Dividing shared resources Combine tasks Use buffers

5. Increase Resources Duplicate resources

6. Clarify Rules and Procedures Clarify resource distribution Change interdependence

Your Positions

InitialInitial TargetTarget

InitialInitialTargetTarget

Opponent’s Positions

Area ofPotential

Agreement

Bargaining Zone Model

ResistanceResistance

ResistanceResistance

Situational Influences on Negotiation

Location

Physical Setting

Time Investment and Deadlines

Audience© Corel Corp. With permission.

Effective Negotiator Behaviours

Plan and Set Goals

Gather Information

Communicate Effectively

Make Appropriate Concessions

Third-PartyThird-PartyConflict ResolutionConflict Resolution

ObjectivesObjectives

EfficiencyEfficiency

EffectivenessEffectiveness

ProceduralProceduralFairnessFairness

OutcomeOutcomeFairnessFairness

Third-Party Objectives

Types of Third Party Intervention

MediationMediation

ArbitrationArbitration

InquisitionInquisition

Level ofProcess Control

Level of Outcome Control

High

HighLow