Conflict & Negotiation

Chapter 12 2

Define conflict

Review the traditional, interactionist, and

human relations views of conflict

Contrast functional and dysfunctional

conflict

Outline the conflict process

Learning ObjectivesLearning Objectives

Chapter 12 3

Study five conflict-handling orientations

Contrast distributive and integrative

bargaining

Identify decision biases that hinder

negotiations

Explain how to improve negotiation skills

Learning Objectives.Learning Objectives.

What is Conflict?What is Conflict?

5

Awareness

Opposition

Insufficiency

Blockage

Incompatibility

What is conflict.What is conflict.

ConflictConflict

Conflict Defined– Is 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.

– Or simply disagreement between the two or more persons on any point.

Transitions in Conflict ThoughtTransitions in Conflict Thought

Traditional View of Conflict

The belief that all conflict is harmful and must be avoided.

Human Relations View of Conflict

The belief that conflict is a natural occurrence in all groups and organization.

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.

Functional versus Dysfunctional ConflictFunctional versus Dysfunctional Conflict

Functional Conflict

Conflict that supports the goals of the group and improves its performance.

Dysfunctional Conflict

Conflict that hinders group performance.

Types of ConflictTypes of Conflict

Task Conflict

Conflicts over content and goals of the work.

Process Conflict

Conflict over how work gets done.

Types of ConflictsTypes of Conflicts

Relationship ConflictConflict based on interpersonal

relationships. These conflicts are almost dysfunctional.

The Conflict ProcessThe Conflict Process

Stage I: Potential Opposition or IncompatibilityStage I: Potential Opposition or Incompatibility

Communication– Semantic difficulties, misunderstandings, 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

Stage II: Cognition and PersonalizationStage II: Cognition and Personalization

Perceived ConflictAwareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.

Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.

Stage III: IntentionsStage III: Intentions

Cooperativeness:

• Attempting to satisfy the other party’s concerns.

Assertiveness:

• Attempting to satisfy one’s own concerns.

Cooperativeness:

• Attempting to satisfy the other party’s concerns.

Assertiveness:

• Attempting to satisfy one’s own concerns.

Intentions

Decisions to act in a given way.

Dimensions of Conflict-Handling IntentionsDimensions of Conflict-Handling Intentions

E X H I B I T 14–2E X H I B I T 14–2

Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.

Stage III: Intentions (cont’d)Stage III: Intentions (cont’d)

Competing

A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.

Collaborating

A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.

Avoiding

The desire to withdraw from or suppress a conflict.

Stage III: Intentions (cont’d)Stage III: Intentions (cont’d)

Accommodating

The willingness of one party in a conflict to place the opponent’s interests above his or her own.

Compromising

A situation in which each party to a conflict is willing to give up something.

Stage IV: BehaviorStage IV: Behavior

Conflict Management

The use of resolution and stimulation techniques to achieve the desired level of conflict.

Conflict-Intensity ContinuumConflict-Intensity Continuum

Stage V: OutcomesStage V: Outcomes

Functional Outcomes from Conflict

– 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

Creating Functional Conflict

– Reward dissent (dispute) and punish conflict avoiders.

Stage V: OutcomesStage V: Outcomes

Dysfunctional Outcomes from Conflict

– Development of discontent(dissatisfaction)

– Reduced group effectiveness

– Retarded communication

– Reduced group cohesiveness

– Infighting among group members overcomes group goals

Why Intergroup conflict occur.Why Intergroup conflict occur.

Interdependence. Difference in Goal. Limited Resource. Reward Structure. Difference in perception. Different time horizons. In accurate perception. The increased demand of specialists. Interpersonal factors.

Conflict Management TechniquesConflict Management Techniques

Conflict Resolution Techniques

• Problem solving

• Superordinate goals

• Expansion of resources

• Smoothing

• Authoritative command

• Altering the human variable

Conflict Resolution Techniques

• Problem solving

• Superordinate goals

• Expansion of resources

• Smoothing

• Authoritative command

• Altering the human variable

Conflict Resolution TechniquesConflict Resolution Techniques

Problem Solving. Face to face meeting with conflicting parties for the purpose of identifying the problem and resolving it through open discussion.

Super ordinate goals.Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties.

Expansion of Resources.When a conflict is caused by the scarcity of resources, expansion of resources can create win-win solution.

Conflict Resolution TechniquesConflict Resolution Techniques

Smoothing

Playing down differences while emphasizing common interests between the conflicting parties.

Authoritative command.

Management uses its formal authority to resolve the conflicts.

Altering the human variables.

Uses behavioral change techniques as human relations training and alter attitude and behaviors that cause conflict.

Negotia

tion

Negotia

tion

NegotiationNegotiation

Negotiation

A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.

BATNA

The Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) to an individual for a negotiated agreement.

Bargaining StrategiesBargaining Strategies

Distributive Bargaining

Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation.

Integrative Bargaining

Negotiation that seeks one or more settlements that can create a win-win solution.

The Negotiation

Process

The Negotiation

Process

Issues in NegotiationIssues in Negotiation

The Role of Personality Traits in Negotiation– Traits do not appear to have a significantly direct effect

on the outcomes of either bargaining or negotiating processes.

Gender Differences in Negotiations– Women negotiate no differently from men, although

men apparently negotiate slightly better outcomes.– Men and women with similar power bases use the

same negotiating styles.– Women’s attitudes toward negotiation and their

success as negotiators are less favorable than men’s.