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MGT301PresentationPearson17eChapter14.pdf

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Conflict

and

Negotiation

Learning Objectives

 Describe the three types of conflict and the two loci of conflict.

 Outline the conflict process.

 Contrast distributive and integrative bargaining.

 Apply the five steps of the negotiation process.

 Show how individual differences influence negotiations.

 Assess the roles and functions of third-party negotiations.

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Three Types of Conflict and

Three Loci of Conflict

Conflict: 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.

 If no one is aware of a conflict, then it is

generally agreed no conflict exists.

 Also needed to begin the conflict process are

opposition or incompatibility and interaction.

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LO 1

Three Types of Conflict and

Three Loci of Conflict

Contemporary perspectives differentiate types

of conflict based on their effects.

 Functional conflict supports the goals of

the group and improves its performance.

 Conflicts that hinder group performance are

dysfunctional or destructive forms of

conflict.

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LO 1

Three Types of Conflict and

Three Loci of Conflict

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LO 1

Three Types of Conflict and Three Loci of Conflict

Types of Conflict

 Researchers have classified conflicts into

three categories:

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. 14-7

LO 1

Three Types of Conflict and Three Loci of Conflict

Loci of Conflict

 Another way to understand conflict is to consider its locus, or 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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LO 1

Outline the Conflict Process

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LO 2

Outline the Conflict Process

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LO 2

Outline the Conflict Process

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LO 2

Outline the Conflict Process

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LO 2

Outline the Conflict Process

Stage V: Outcomes

Conflict is constructive when it…

 Improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity, provides the medium through which problems can be aired and tensions released, and fosters an environment of self-evaluation and change.

Conflict is destructive when it…

 Breeds discontent, reduces group effectiveness, and threatens the group’s survival.

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LO 2

Outline the Conflict Process

Managing Functional Conflict

 One of the keys to minimizing counterproductive conflicts is recognizing when there really is a disagreement.

Many apparent conflicts are due to people using different language to discuss the same general course of action.

 Successful conflict management recognizes these different approaches.

Attempts to resolve them by encouraging open, frank discussion focused on interests rather than issues.

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LO 2

Outline the Conflict Process

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.

Groups with cooperative conflict styles and an underlying identification to group goals are more effective than groups with a more competitive style.

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LO 2

Outline the Conflict Process

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.

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LO 2

Contrast Distributive

and Integrative Bargaining

Negotiation is a process in which two or

more parties exchange goods or services and

attempt to agree upon the exchange rate for

them.

 We use the terms negotiation and

bargaining interchangeably.

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LO 3

Contrast Distributive

and Integrative Bargaining

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LO 3

Contrast Distributive

and Integrative Bargaining

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LO 3

Contrast Distributive

and Integrative Bargaining

Research shows that when you’re engaged

in distributive bargaining, one of the best

things you can do is make the first offer, and

make it an aggressive one.

 Shows power.

 Establishes an anchoring bias.

Another distributive bargaining tactic is

revealing a deadline.

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LO 3

Contrast Distributive

and Integrative Bargaining Why don’t we see more integrative bargaining in

organizations?

Need the right conditions:

Parties who are open with information and

candid about their concerns.

A sensitivity by both parties to the other’s

needs.

The ability to trust one another.

A willingness by both parties to maintain

flexibility. 14-21

LO 3

Contrast Distributive

and Integrative Bargaining

Compromise might be your worst enemy in

negotiating a win-win agreement.

 The reason is that compromising reduces

the pressure to bargain integratively.

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LO 3

Apply the Five Steps

of the Negotiation Process

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LO 4

How 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.”

Moods/Emotions in Negotiation

 Influence negotiation, but the way they do

appears to depend on the type of

negotiation.

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LO 5

How Individual Differences

Influence Negotiations Culture in Negotiations

Do people from different cultures negotiate

differently? Yes, they do.

People generally negotiate more effectively

within cultures than between them.

In cross-cultural negotiations, it is especially

important that the negotiators be high in

openness.

Negotiators need to be especially aware of the

emotional dynamics in cross-cultural negotiation. 14-25

LO 5

How 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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LO 5

How Individual Differences

Influence Negotiations

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LO 5

Roles and Function of

Third-party Negotiations

Negotiating in a social context:

Reputation: the way other people think and

talk about you.

Develop a trustworthy reputation –

competence and integrity.

Relationships: think about what’s best for the

other party and the relationship as a whole.

Repeated negotiations built on trust provide

more options.

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LO 6

Roles and Function of

Third-party Negotiations

When individuals or group representatives

reach a stalemate and are unable to resolve

their differences through direct negotiations,

they may turn to a third party.

 A mediator

 An arbitrator

 A conciliator

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LO 6

Implications for Managers

Choose an authoritarian management style in emergencies, when unpopular actions need to be implemented, and when the issue is vital to the organization’s welfare. Be certain to communicate your logic when possible to make certain employees remain engaged and productive.

Seek integrative solutions when your objective is to learn, when you want to merge insights from people with different perspectives, when you need to gain commitment by incorporating concerns into a consensus, and when you need to work through feelings that have interfered with a relationship.

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Implications for Managers

Build trust by accommodating others when you

find you’re wrong, when you need to

demonstrate reasonableness, when other

positions need to be heard, when issues are

more important to others than to yourself, when

you want to satisfy others and maintain

cooperation, when you can build social credits

for later issues, to minimize loss when you are

outmatched and losing, and when employees

should learn from their own mistakes.

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Implications for Managers

Consider compromising when goals are important

but not worth potential disruption, when opponents

with equal power are committed to mutually

exclusive goals, and when you need temporary

settlements to complex issues.

Distributive bargaining can resolve disputes, but it

often reduces the satisfaction of one or more

negotiators because it is confrontational and

focused on the short term. Integrative bargaining, in

contrast, tends to provide outcomes that satisfy all

parties and build lasting relationships.

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