Chapter 14 Conflict & Negotiations file16/11/2013 Partono - Universitas TELKOM 2 . Transition on...

Chapter 14 – Conflict &

Negotiations

Robbins and Judge

Organization Behavior

15 Edition

The material used in producing this presentation

derived from the book. Several examples has been

added to enrich the student‟s understanding

DEFINITION of CONFLICT

Conflict is a perception

Process that begins when one party perceives another party has or is about to negatively affect something the first party cares about

Conflicts that people may experience in organizations

o Incompatibility of goals

o Differences over interpretations of facts (misscomm)

o Disagreements based on behavioral expectations

16/11/2013 2 Partono - Universitas TELKOM

Transition on Conflict Tought

Traditional view

o Assumed all conflict was bad and to be avoided.

o Viewed negatively (violence, destruction, irrationality)

o Prevailed in the 1930s and 1940s.

o Conflict was a dysfunctional outcome resulting from poor

communication, lack of openness and trust, and the failure of

managers to be responsive to the needs of their employees.

o The approach: look at the behavior which create conflict,

direct our attention to the causes and corrected it

o Weakness: some level of conflict was inevitable



Interactionist view

o Minimal level of conflict can help keep a group viable, self-

critical, and creative to adapt with changing environment

o The belief that conflict is not only a positive force in a group

but also an absolute necessity to perform effectively.

› Functional conflict supports the goals of the group and improves its

performance

› Dysfunctional conflict hinders group performance or destructive

o Type of 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



Resolution-focused view

o Workplace conflicts are not productive, they take time away

from job tasks

o Conflicts reduce trust, respect, and cohesion in groups

o Recognize that conflict is inevitable in most organizations,

and focuses on productive conflict resolution.

o Seeks constructive methods for resolving conflicts

productively so their disruptive influence can be minimized.


The Conflict Process

Stages process in conflict: (1) potential opposition or incompatibility, cognition and personalization, intentions, behavior, and (5) outcomes


The Conflict Process – Stage 1

Communication

o Communication can be a source of conflict.

o Represent the opposing forces that arise from semantic difficulties, misunderstandings, and “noise” in the communication channels.

o Differing word connotations, jargon, insufficient exchange of information, and noise in the communication channel are all barriers to communication and potential antecedent conditions to conflict.

o The potential for conflict increases when either too little or too much communication takes place.



Structure

o Size and specialization of jobs

o Jurisdictional clarity/ambiguity

o Member/goal incompatibility

o Leadership styles (close or participative)

o Reward systems (win-lose)

o Dependence/interdependence of groups



Personal viable

o Personality, emotions, and values.

o Personality play a role in the conflict process: some people

just tend to get into conflicts a lot (disagreeableness,

neuroticism, or self-monitoring)

o Emotions can also cause conflict. Ex: An employee who

shows up to work irate from her hectic morning commute

may carry that anger with her to her 9:00 a.m. meeting.



Perceived conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

Felt conflict, when individuals become emotionally involved, that they experience anxiety, tension, frustration, or hostility



Intentions intervene between people‟s perceptions and emotions and their overt behavior.

Decisions to act in a given way

We must infer the other‟s intent to know how to respond to his or her behavior.

Many conflicts escalate simply because one party attributes the wrong intentions to the other.

There is also typically a great deal of slippage between intentions and behavior, so behavior does not always accurately reflect a person‟s intentions



Effort to identify the primary conflict handling intentions, by using two dimensions

o Cooperativeness (the degree to which one party attempts to satisfy the other party‟s concerns)

o Assertiveness (the degree to which one party attempts to satisfy his or her own concerns)

Five conflict-handling intentions:

o Competing (assertive and uncooperative),

o Collaborating (assertive and cooperative),

o Avoiding (unassertive and uncooperative),

o Accommodating (unassertive and cooperative),

o Compromising (midrange on assertiveness & cooperativeness)



Effort to identify the primary conflict handling intentions, by using two dimensions

o Cooperativeness (the degree to which one party attempts to satisfy the other party‟s concerns)

o Assertiveness (the degree to which one party attempts to satisfy his or her own concerns)


o Competing (assertive and uncooperative),

o Collaborating (assertive and cooperative),

o Avoiding (unassertive and uncooperative),

o Accommodating (unassertive and cooperative),

o Compromising (midrange on assertiveness & cooperativeness)




o Competing, competing A desire to satisfy one‟s interests, regardless of the impact on the other party to the conflict.

o Collaborating, situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.

o Avoiding, he desire to withdraw from or suppress a conflict.

o Accommodating, The willingness of one party in a conflict to place the opponent‟s interests above his or her own.

o Compromising, A situation in which each party to a conflict is willing to give up something.



Includes the statements, actions, & reactions made by the conflicting parties, usually as overt attempts to implement their own intentions.

Miscalculations or unskilled enactments, overt behaviors sometimes deviate from these original intentions

All conflicts exist somewhere along this continuum.

Lower part conflicts characterized by subtle, indirect, and highly controlled forms of tension

Conflict escalate as they upward along the continuum

Conflict management, use of resolution & stimulation techniques to achieve the desired level of conflict.




Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89


Functional outcomes

o Increased group performance

o Improved quality of decisions

o Stimulation of creativity and innovation

o Encouragement of interest and curiosity

o Provision of a medium for problem solving

o Creation of an environment for self-evaluation and change

Dysfunctional outcomes

o Development of discontent

o Reduced group effectiveness

o Retarded communication

o Reduced group cohesiveness

o Infighting among group members overcomes group goals.



NEGOTIATION aka BARGAINING

Sagaing Hills, Mandalay

Myanmar, June 2011


A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.

Two General Approaches for bargaining:

o Distributive Bargaining

› Negotiation that seeks to divide up a fixed amount of resources; a win-

lose situation

› Fixed pie, a set amount of goods or services to be divvied up. When

the pie is fixed, or the parties believe it is, they tend to bargain

distributively.

o Integrative Bargaining

› Negotiation that seeks one or more settlements that can create a win-

win solution



The key in distributive bargaining:

o Make first offer

o Reasonable

o Set the deadline

The key in integrative bargaining:

o the assumption that one or more of the possible settlements can create a win–win solution

o „Takes two to tango‟ (plus 2 point who can explain)

You want your opponent to feel good about the negotiation



The KSF in bargaining:

o Do it in teams

o Bring more issues

o Focus on interest in both parties

o Benefit for both

o Knowing the true need


Negotiation Process

Preparation & Planning

Define ground rules

Clarification & justification

Bargaining

Problem solving & Closure

Implementation


Negotiation Process


Preparation & Planning

o Know the nature of the conflict, history leading up, who‟s

involved and what are their perceptions of the conflict, what do

you want from the negotiation, what are the goals

o Know the partner; the other‟s goals, their position, the intangible

or hidden interests, what sttlement they might be willing

o Avoid assumption

o The information, relations, strategy (Chess play),

o Determine the Best Alternative To Negotiation Agreement

Negotiation Process


Define ground rules

o Defining with the other party the ground rules and procedures of

the negotiation itself.

o Who will do the negotiating?

o Where will it take place?

o What time constraints, if any, will apply?

o To what issues will negotiation be limited?

o Will you follow a specific procedure if an impasse is reached?

o Exchange their initial proposals or demands.

Negotiation Process


Clarification & justification

o Explain, amplify, clarify, bolster, and justify your original

demands.

o The opportunity for educating and informing each other on the

issues, why they are important, and how you arrived at your

initial demands. Provide the other party with any documentation

that helps support your position.

Negotiation Process


Bargaining, Problem solving & Closure

o Process give-and-take in trying to hash out an agreement and

need to make concessions.

o Formalizing the agreement you have worked out

o Developing any procedures necessary for implementing and

monitoring it.

o It is always the best choice to put everything in writing

Negotiation Process


Implementation

o The stages when both parties conduct their behavior according

the agreement reach in previous stages.

o Failing to do so will decrease mutual trust, which can cause

everything from unconvinience feeling to anger and animosity

Individual Differences in Negotiation

Personality Traits

o Extroverts and agreeable people weaker at distributive negotiation – disagreeable introvert is best

o Intelligence is a weak indicator of effectiveness

Mood and Emotion

o Ability to show anger helps in distributive bargaining

o Positive moods and emotions help integrative bargaining

Gender

o Men and women negotiate the same way, but may experience different outcomes

o Women and men take on gender stereotypes in negotiations: tender and tough

o Women are less likely to negotiate 16/11/2013 33 Partono - Universitas TELKOM

Factors Affecting the Power of Bargaining

Expertise

Experience

Position

Relation

Knowledge

The men behind the negotiator (back up)

The resources

Financial backgorund


Third Party Negotiation

Mediator o A neutral third party who facilitates a negotiated solution by

using reasoning, persuasion, and suggestions for alternatives

Arbitrator o A third party who has the authority to dictate an agreement.

Conciliator o A trusted third party who provides an informal communication

link between the negotiator and the opponent

Consultant o An impartial third party, skilled in conflict management, who

attempts to facilitate creative problem solving through

communication and analysis


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