ESSENTIALS OF ORGANIZATIONAL BEHAVIOR

Concepts, Controversies and Applications

 

 

Chapter 12

Conflict and Negotiation

Conflict

A process

that begins when one party

perceives that another party

has negatively affected

or is about to negatively affect

something the first party cares about.

 

Views of Conflict

�       Traditional View

�       Conflict is harmful and must be avoided.

�       Human Relations View

�       Conflict is a natural occurrence in all groups and organizations.

 

Interactionist View

�       Conflict is not only a positive force in a group, but absolutely necessary for a group to perform effectively.

�       Functional Conflict

�       supports the goals of the group

�       improves performance

�       Dysfunctional Conflict

�   hinders group performance

 

Stages in the Conflict Process

�       Potential opposition or incompatibility

�       Cognition and personalization

�       Intentions

�       Behavior

�       Outcomes

 

  Potential Opposition or Incompatibility Based on Antecedent Conditions

�       Communication

�       Structure

�       Personal Variables

  Cognition and Personalization

�       Perceived conflict

�       Felt conflict

 

Dimensions of Conflict-Handling Intentions Behavior:  Kelman and Thomas graphic

 

Conflict Intensity Continuum

<   Overt efforts to destroy other party

<   Aggressive physical attacks

<   Threats and ultimatums

<   Overt questioning or challenging of others

<   Minor disagreements or misunderstandings

 

 Outcomes

�       Increased group performance

�   Improves quality of decisions

�   Stimulates creativity and innovation

�   Encourages interest and curiosity

�   Fosters environment of self improvement

�       Decreased group performance

�   Breeds discontent

�   Threatens survival

�   Reduces group cohesiveness

�   Retards communication

 

Conflict Resolution Techniques

�       Problem solving

�       Superordinate goals

�       Expansion of resources

�       Avoidance

�       Smoothing

�       Compromise

�       Authoritative command

�       Altering the human variable

�       Altering the structural variable

 

Conflict Stimulation Techniques

�       Communication

�       Bringing in outsiders

�       Restructuring the organization

�       Appointing a devil's advocate

Negotiation

A process in which

two or more parties

exchange goods or services and

attempt to agree upon the exchange rate for them

 

Distributive Vs. Integrative Bargaining

Staking Out the Bargaining Zones

 

The Negotiation Process

�       Preparation and planning

�       Definition of ground rules

�       Clarification and justification

�       Bargaining and problem-solving

�       Closure and implementation

 

Decision-Making Biases

�       Irrational escalation of commitment

�       The mythical fixed pie

�       Anchoring and adjustments

�       Framing negotiations

�       Availability of information

�       The winner's curse

�       Overconfidence

 

Cultural differences

�       French--like conflict

�       Chinese--negotiations never end

�       Japanese--relationships first

�       North Americans--impatient, want to be liked

�       Russians--assert ideals

�       Arabs--reciprocate concessions

�       Brazilians--like physical contact

 

Types of Interdependence

�       Pooled

�       Sequential

�       Reciprocal

�       Task Continuum

 

Methods for Managing Intergroup Relations

�       Integrating departments

�       Teams

�       Task forces

�       Liaison roles

�       Planning

�       Hierarchy

�       Rules and procedures

 

Conflict and Unit Performance