organizational behavior: conflict and negotiation
TRANSCRIPT
Organizational Behavior:
Conflict and Negotiation
ConflictConflict
Functional (Constructive) conflict serves the organization’s interests while
dysfunctional conflictdysfunctional conflict threatens the organization’s interests.
Conflict:Conflict: “The process in which one party perceives that its interests are being opposed or negatively affected by another
party.”
Positive
Outcomes
Low Moderate Highe
Brown’s Conflict Continuum
Too LittleConflict
Too MuchConflict
Neutral
Negative
Intensity
AppropriateConflict
TraditionalTraditionalTraditionalTraditional
Transitions Transitions in Conflictin ConflictThoughtThought
Transitions Transitions in Conflictin ConflictThoughtThought
HumanHumanRelationsRelationsHumanHuman
RelationsRelations
InteractionistInteractionistInteractionistInteractionist
The Conflict Process
Sources ofSources ofConflictConflict
ManifestManifestConflictConflict
ConflictConflictOutcomesOutcomes
Perceived Conflict
FeltConflict
Desired Outcomes of ConflictDesired Outcomes of Conflict
AgreementAgreement: Strive for equitable and fair agreements that last.
Stronger relationships:Stronger relationships: Build bridges of goodwill and trust for the future.
Learning:Learning: Greater self-awareness and creative problem solving.
Types of ConflictTypes of Conflict1.1. Line – Staff ConflictLine – Staff Conflict
2.2. Intrapersonal ConflictIntrapersonal Conflict
3.3. Interpersonal Conflict Interpersonal Conflict
4.4. Intergroup ConflictIntergroup Conflict
5.5. Cross – Cultural ConflictCross – Cultural Conflict
6.6. Task ConflictTask Conflict
Antecedents of ConflictAntecedents of Conflict1. Incompatible personalities or value systems.2. Overlapping or unclear job boundaries.3. Competition for limited resources.4. Interdepartment/intergroup competition.5. Inadequate communication.6. Interdependent tasks.7. Organizational complexity.8. Unreasonable or unclear policies, standards, or
rules.9. Unreasonable deadlines or extreme time pressure.10. Collective decision making.11. Decision making by consensus.12. Unmet expectations.13. Unresolved or suppressed conflict.
Sources of Conflict
GoalGoalIncompatibilityIncompatibility
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 Conflict
GoalGoalIncompatibilityIncompatibility
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 Conflict
GoalGoalIncompatibilityIncompatibility
Different ValuesDifferent Valuesand Beliefsand Beliefs
TaskTaskInterdependenceInterdependence
ScarceScarceResourcesResources
AmbiguityAmbiguity
• Increases competition for resources to fulfill goals
• Lack of rules guiding relations• Encourages political tactics
Sources of Conflict
GoalGoalIncompatibilityIncompatibility
Different ValuesDifferent Valuesand Beliefsand Beliefs
TaskTaskInterdependenceInterdependence
ScarceScarceResourcesResources
AmbiguityAmbiguity
CommunicationCommunicationProblemsProblems
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
Conflict Management Styles: Orientations
• Win-win orientation– You believe parties will find a mutually beneficial
solution to their disagreement
• Win-lose orientation– You believe that the more one party receives, the
less the other receives– Tends to escalate conflict, use of power/politics
Tips for Managers Whose Employees Tips for Managers Whose Employees Are Having a Personality ConflictAre Having a Personality Conflict
1. Follow company policies for diversity, anti-discrimination, and sexual harassment.
2. Investigate and document conflict. 3. If appropriate, take corrective action (e.g.,
feedback or B Mod).4. If necessary, attempt informal dispute
resolution.5. Refer difficult conflicts to human resource
specialists or hired counselors for formal resolution attempts and other interventions.
Minimizing Inter-group Conflict: Minimizing Inter-group Conflict: An Updated Contact ModelAn Updated Contact Model
• Conflict within the group is high• There are negative interactions between groups (or between members of those groups)• Influential third-party gossip about other group is negative
• Work to eliminate specific negative interactions between groups (and members).• Conduct team building to reduce intragroup conflict and prepare employees for cross-functional teamwork.• Encourage personal friendships and good working relationships across groups and departments.• Foster positive attitudes toward members of other groups (empathy, compassion, sympathy).• Avoid or neutralize negative gossip across groups or departments.
Recommended actions:Recommended actions:Level of perceivedLevel of perceived
Inter-group conflict tendsInter-group conflict tendsto increase when:to increase when:
Skills and Best Practices: How to Build Skills and Best Practices: How to Build Cross-Cultural RelationshipsCross-Cultural Relationships
BehaviorBehavior RankRankBe a good listener 1Be sensitive to the needs of others 2Be cooperative, rather than overly competitive 2Advocate inclusive (participative) leadership 3Compromise rather than dominate 4Build rapport through conversations 5Be compassionate and understanding 6Avoid conflict by emphasizing harmony 7Nurture others (develop and mentor) 8
TieTie
Stimulating Functional ConflictStimulating Functional Conflict
Dialectic MethodDialectic Method
Devil,s AdvocacyDevil,s Advocacy
Conflict Management Styles
Integrating Obliging
Dominating Avoiding
Compromising
High Low
High
Low
Con
cern
for
Oth
ers
Concern for Self
View of Ethics in Conflict View of Ethics in Conflict ManagementManagement
UtilitarianUtilitarian
Golden RuleGolden Rule
Kantian/ RightsKantian/ Rights
Enlightened Self InterestEnlightened Self Interest
Justice ApproachJustice Approach
NegotiatingNegotiating
Distributive negotiation:Distributive negotiation: Single issue; fixed-pie; win-lose.
Integrative negotiation:Integrative negotiation: More than one issue; win-win.
Negotiation:Negotiation: “A give-and-take decision-making process involving interdependent parties with different
preferences.”
• Available Resources
• Primary Motivations
• Primary Interests
• Focus of Relationships
• Fixed Amount
• I Win, You Lose
• Opposed
• Short-Term
• Variable Amount
• I Win, You Win
• Congruent
• Long-Term
IntegrativeBargaining
DistributiveBargaining
BargainingCharacteristics
The Two Types ofBargaining Strategies
The Two Types ofBargaining Strategies
An Integrative Approach: An Integrative Approach: Added-Value NegotiationAdded-Value Negotiation
Clarify interests. Identify options. Design alternative deal packages. Select a deal. Perfect the deal.
Situational Influences on Negotiation
• Location
• Physical Setting
• Time Investment and Deadlines
• Audience.
Your PositionsYour Positions
InitialInitial TargetTarget
InitialInitialTargetTarget
Opponent’s PositionsOpponent’s Positions
Area ofPotential
Agreement
Bargaining Zone Model
ResistanceResistance
ResistanceResistance
Decision-Making Biases That Impede Negotiations
• Escalation of commitment
• The mythical fixed pie
• Anchoring and adjustments
• Framing negotiations
• Availability of information
• The winner’s curse
• Overconfidence
Effective Negotiator Behaviours
• Plan and Set Goals
• Gather Information
• Communicate Effectively
• Make Appropriate Concessions
..
Improving Negotiation Skills
• Research your opponent
• Begin with a positive overture
• Address problems, not personalities
• Pay little attention to initial offers
• Emphasize win-win solutions
• Create an open, trusting climate
Third – Party NegotiationsThird – Party Negotiations
MediatorArbitratorConciliatorConsultant
Alternative Dispute Resolution (ADR) Alternative Dispute Resolution (ADR) TechniquesTechniques
Facilitation:Facilitation: Third party gets disputants to deal directly and constructively with each other.
Conciliation:Conciliation: Neutral third party acts as communication link between disputants.
Peer review:Peer review: Impartial co-workers hear both sides and render decision that may or may not be binding.
OmbudsmanOmbudsman:: Respected and trusted member of the organization hears grievances confidentially.
MediationMediation:: Trained third-party guides disputants toward their own solution.
Arbitration:Arbitration: Neutral third-party hears both sides in a court-like setting and renders a binding decision.
Unethical Negotiating TacticsUnethical Negotiating Tactics1.1. LiesLies
2.2. PufferyPuffery
3.3. Deception Deception
4.4. Weakening The OpponentWeakening The Opponent
5.5. Strengthening One’s Own PositionStrengthening One’s Own Position
6.6. Information ExploitationInformation Exploitation
7.7. NondisclosureNondisclosure8.8. Change of Mind Change of Mind 9.9. DistractionDistraction10.10.MaximizationMaximization