chapter 13 - conflict & negotiation
TRANSCRIPT
![Page 1: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/1.jpg)
13-1
Conflict and Negotiation
Chapter 13
Essentials of Organizational Behavior, 9/e
Stephen P. Robbins/Timothy A. Judge
![Page 2: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/2.jpg)
13-2
After studying this chapter, you should be able to:
1. Define conflict2. Differentiate between the traditional, human
relations, and interactionist views of conflict3. Contrast task, relationship and process conflict4. Outline the conflict process5. Describe the five conflict-handling intentions6. Contrast distributive and integrative bargaining7. Identify the five steps in the negotiation process8. Describe whether there are individual
differences in negotiator effectiveness
![Page 3: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/3.jpg)
13-3
Conflict
• 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.
![Page 4: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/4.jpg)
13-4
Transitions in Conflict Thought
• Traditional View – conflict is harmful and must be avoided
• Human Relations View – conflict is a natural and inevitable outcome in any group and need not be negative
• Interactionist View – conflict is encouraged to prevent group from becoming stale
![Page 5: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/5.jpg)
13-5
Functional vs. Dysfunctional Conflict
• Task conflict – relates to the content and goals of the work
• Relationship conflict – focuses on interpersonal relationships
• Process conflict – relates to how the work gets done
![Page 6: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/6.jpg)
13-6
Conflict Process
Stage I: Potential opposition
Stage II: Cognition and Personalization
Stage III: Intentions
Stage IV: Behaviors
Stage V: Outcomes
![Page 7: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/7.jpg)
13-7
Conflict Process
![Page 8: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/8.jpg)
13-8
Stage I: Potential Opposition
• Sources of conflict: Communication Structure Personal Variables
![Page 9: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/9.jpg)
13-9
Stage II: Cognition and Personalization
• Potential for opposition becomes realized
• When individuals become emotionally involved - parties experience anxiety, tension, frustration, or hostility
![Page 10: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/10.jpg)
13-10
Stage III: Intentions
• Competing
• Collaborating
• Avoiding
• Accommodating
• Compromising
![Page 11: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/11.jpg)
13-11
Intentions
![Page 12: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/12.jpg)
13-12
Stage IV: Behavior
• Where conflict becomes visible
• Are usually overt attempts to implement each party’s intentions
• A dynamic process that moves along a continuum of intensity
![Page 13: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/13.jpg)
13-13
Stage V: Outcomes
• Functional Outcomes – Conflict is constructive when it: Improves the quality of decisions Stimulates creativity and innovation Encourages interest and curiosity among group
members
• Dysfunctional Outcomes – uncontrolled opposition breeds discontent, which acts to dissolve common ties, and eventually leads to the destruction of the group
![Page 14: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/14.jpg)
13-14
Creating Functional Conflict
• Managers can reward dissent and punish conflict avoiders
![Page 15: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/15.jpg)
13-15
Negotiation
• Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
![Page 16: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/16.jpg)
13-16
Bargaining Strategies
![Page 17: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/17.jpg)
13-17
The Negotiation Process
![Page 18: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/18.jpg)
13-18
Individual Differences in Negotiation
• Personality
• Gender
• Cultural
![Page 19: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/19.jpg)
13-19
Personality
• The best distributive bargainer appears to be a disagreeable introvert (avoids social contact)
• Those who can check their egos at the door are able to negotiate better agreements
![Page 20: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/20.jpg)
13-20
Gender Differences in Negotiation
• Men have been found to negotiate better outcomes than women, although the difference is relatively small
• Women may unduly penalize themselves by failing to engage in negotiations when such action would be in their best interest
![Page 21: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/21.jpg)
13-21
Cultural Differences in Negotiations
• Cultural context significantly influences... The amount and type of preparation for
bargaining The relative emphasis on task versus
interpersonal relationships The tactics used Where the negotiation should be conducted
![Page 22: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/22.jpg)
13-22
Implications for Managers: Managing Conflict
• Competition
• Collaboration
• Avoidance
• Accommodation
• Compromise
![Page 23: Chapter 13 - Conflict & Negotiation](https://reader033.vdocuments.site/reader033/viewer/2022061416/55245a764a7959e0488b4715/html5/thumbnails/23.jpg)
13-23
Implications for Managers: Improving Negotiation Skills
• Set Ambitious Goals
• Pay Little Attention to Initial Offers
• Research Your Opponent
• Address the Problem, Not the Personalities
• Be Creative and Emphasize Win-Win Solutions