Movie/TV Show Case Analysis
Rain Ashbell
Chapter14ConflictandNegotiation4.pptx
Chapter 14: Conflict and Negotiation
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Chapter 14: Conflict and Negotiation
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Chapter Outline
Traditional and interactionist views of conflict.
Types of conflict and the loci of conflict.
Conflict process.
Distributive and integrative bargaining.
Steps of the negotiation process.
Individual differences and negotiations
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Conflict
Conflict – one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
begin the conflict process are opposition or incompatibility and interaction.
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Traditional and Interactionist Views of Conflict
The Traditional View of Conflict
The traditional view of conflict –dysfunctional
Poor communication, a lack of openness and trust between people,
Assumed all conflict was bad and to be avoided.
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Traditional and Interactionist Views of Conflict
The Interactionist View of Conflict
Encourage conflict: change and innovation.
But not all conflicts are good.
Functional conflict supports goals.
Conflicts that hinder group performance are dysfunctional or destructive forms of conflict.
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Types of Conflict
Exhibit 14-1 Conflict and Unit Performance from
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Types of Conflict and the
Types of Conflict
Task conflict relates to the content and goals of the work.
Relationship conflict focuses on interpersonal relationships.
Process conflict is about how the work gets done.
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Loci of Conflict
Loci of Conflict: where the conflict occurs.
There are three basic types:
Dyadic conflict is conflict between two people.
Intragroup conflict occurs within a group or team.
Intergroup conflict is conflict between groups or teams.
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Exhibit 14-2 The Conflict Process
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The Conflict Process
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The Conflict Process
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Stage IV is where conflicts become visible
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The Conflict Process
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Stage V: Outcomes
Conflict can be functional or dysfunctional.
Conflict is constructive when it…
Improves the quality of decisions, stimulates creativity and innovation,
Conflict is destructive when it…
Breeds discontent, reduces group effectiveness, and threatens the group’s survival.
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Groups that resolve conflicts successfully discuss differences of opinion openly.
The most disruptive conflicts are those that are never addressed directly.
Managers need to emphasize shared interests in resolving conflicts.
cooperative conflict styles
underlying identification to group goals
more effective than groups with a more competitive style.
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The Conflict Process
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Differences across countries in conflict resolution strategies may be based on collectivistic tendencies and motives.
Collectivist cultures see people as deeply embedded in social situations.
They will avoid direct expression of conflicts, preferring indirect methods for resolving differences of opinion
work through third parties to resolve disputes
Compromise & avoidance
Individualists will be more likely to confront differences of opinion directly and openly
Compete
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The Conflict Process & Culture
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Chapter Outline
Traditional and interactionist views of conflict.
Types of conflict and the loci of conflict.
Conflict process.
Distributive and integrative bargaining.
Steps of the negotiation process.
Individual differences and negotiations
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Distributive vs Integrative Bargaining
Negotiation
process - two or more parties exchange goods or services; attempt to agree upon the exchange rate for them.
Types
Distributive vs Integrative
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Contrast Distributive versus Integrative Bargaining
Exhibit 14-5
| Bargaining Characteristic | Distributive Bargaining | Integrative Bargaining |
| Goal | Get as much of the pie as possible | Expand the pie so that both parties are satisfied |
| Motivation | Win–lose | Win–win |
| Focus | Positions (“I can’t go beyond this point on this issue.”) | Interests (“Can you explain why this issue is so important to you?”) |
| Interests | Opposed | Congruent |
| Information sharing | Low (Sharing information will only allow other party to take advantage.) | High (Sharing information will allow each party to find ways to satisfy interests of each party.) |
| Duration of relationship | Short term | Long term |
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Distributive Bargaining
Distributive (zero-sum game in a fixed pie)
Make the first offer and make it an aggressive one.
Shows power.
Establishes an anchoring bias.
Reveal a deadline.
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Exhibit 14-6 Staking Out the Bargaining Zone
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Exhibit 14-7 Integration of Two Bargaining Strategies within One Negotiation Episode
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Distributive vs Integrative Bargaining
Why not more integrative bargaining?
Parties not open with information and candid about their concerns
Lack of sensitivity by both parties to the other’s needs
Lack of trust
Unwilling to maintain flexibility.
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Distributive vs Integrative Bargaining
Why might compromise be your worst enemy in negotiating?
Reduces pressure to bargain intergratively.
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Five Steps of the Negotiation Process
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Simplified model
Do your homework
Who is involved? etc
Best Alternative To a Negotiated Agreement, or BATNA.
Who? Where? Time?
Specific procedure?
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Individual Differences Influence Negotiations
Personality Traits in Negotiation
Can you predict an opponent’s negotiating tactics if you know something about his/her personality?
The evidence says, “sort of.”
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Individual Differences Influence Negotiations
Culture in Negotiations
Do people from different cultures negotiate differently?
Effectively within cultures than between them.
In cross-cultural negotiations
high in openness.
aware of the emotional dynamics in cross-cultural negotiation.
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Individual Differences Influence Negotiations
Gender Differences in Negotiations
Men and women negotiate differently and these differences affect outcomes.
There is some merit to the popular stereotype that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men.
These gender differences can be lessened at both the organizational and individual level.
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Men and women negotiate differently and these differences affect outcomes. A popular stereotype is that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men. There is some merit to this. Men tend to place a higher value on status, power, and recognition, whereas women tend to place a higher value on compassion and altruism. Moreover, women do tend to value relationship outcomes more than men, and men tend to value economic outcomes more than women. These differences affect both negotiation behavior and negotiation outcomes.
Compared to men, women tend to behave in a less assertive, less self-interested, and more accommodating manner. However, the disparity goes even further than that. Because of the way women approach negotiation, other negotiators seek to exploit female negotiators by, for example, making lower salary offers.
So what can be done to change this troublesome state of affairs? First, organizational culture plays a role here. If an organization, even unwittingly, encourages a predominantly competitive model for negotiators, this will tend to increase gender-stereotypic behaviors (men negotiating competitively, women negotiating cooperatively), and it will also increase backlash when women go against stereotype. Second, at an individual level, women cannot directly control male stereotypes of women. Fortunately, such stereotypes are fading. However, women can control their own negotiating behavior.
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Implications for Managers
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