Organizational Behavior: Conflict and Negotiation

1. Organizational Behavior:Conflict and Negotiation

2. Conflict Conflict:“The process in which one party perceives that its interests are being opposed or negatively affected by another party.” Functional (Constructive) conflictserves the organization’s interests while dysfunctional conflictthreatens the organization’s interests.

3. Brown’s Conflict Continuum Positive Appropriate Conflict Neutral Outcomes Too Much Conflict Too Little Conflict Negative Moderate Low Highe Intensity

4. Traditional Transitions in Conflict Thought Human Relations Interactionist

5. Perceived Conflict Manifest Conflict Conflict Outcomes Felt Conflict The Conflict Process Sources of Conflict

6. Desired Outcomes of Conflict Agreement:Strive for equitable and fair agreements that last. Stronger relationships:Build bridges of goodwill and trust for the future. Learning:Greater self-awareness and creative problem solving.

7. Types of Conflict • Line – Staff Conflict • Intrapersonal Conflict • Interpersonal Conflict • Intergroup Conflict • Cross – Cultural Conflict • Task Conflict

8. Antecedents of Conflict • Incompatible personalities or value systems. • Overlapping or unclear job boundaries. • Competition for limited resources. • Interdepartment/intergroup competition. • Inadequate communication. • Interdependent tasks. • Organizational complexity. • Unreasonable or unclear policies, standards, or rules. • Unreasonable deadlines or extreme time pressure. • Collective decision making. • Decision making by consensus. • Unmet expectations. • Unresolved or suppressed conflict.

9. Sources of Conflict • Goals conflict with goals of others Goal Incompatibility Different Values and Beliefs • Different beliefs due to unique background, experience, training • Caused by specialized tasks, careers • Explains misunderstanding in cross-cultural and merger relations

10. Pooled Resource A B C Sequential A B C Reciprocal A B C Sources of Conflict Goal Incompatibility Three levels of interdependence Different Values and Beliefs Task Interdependence

11. Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence Scarce Resources • Increases competition for resources to fulfill goals Ambiguity • Lack of rules guiding relations • Encourages political tactics

12. Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence • 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 Scarce Resources Ambiguity Communication Problems

13. 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

14. Tips for Managers Whose Employees Are Having a Personality Conflict • Follow company policies for diversity, anti-discrimination, and sexual harassment. • Investigate and document conflict. • If appropriate, take corrective action (e.g., feedback or B Mod). • If necessary, attempt informal dispute resolution. • Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.

15. Minimizing Inter-group Conflict: An Updated Contact Model Level of perceived Inter-group conflict tendsto increase when: Recommended actions: • Work to eliminate specific negative interactions between groups (and members). • Conduct team building to reduceintragroup 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. • 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

16. Skills and Best Practices: How to Build Cross-Cultural Relationships Behavior Rank Be a good listener 1 Be sensitive to the needs of others 2 Be cooperative, rather than overly competitive 2 Advocate inclusive (participative) leadership 3 Compromise rather than dominate 4 Build rapport through conversations 5 Be compassionate and understanding 6 Avoid conflict by emphasizing harmony 7 Nurture others (develop and mentor) 8 Tie

17. Stimulating Functional Conflict Dialectic Method Devil,s Advocacy

18. Conflict Management Styles Integrating Obliging High Compromising Concern for Others Dominating Avoiding Low High Low Concern for Self

19. View of Ethics in Conflict Management Utilitarian Golden Rule Kantian/ Rights Enlightened Self Interest Justice Approach

20. Negotiating Negotiation:“A give-and-take decision-making process involving interdependent parties with different preferences.” Distributive negotiation:Single issue; fixed-pie; win-lose. Integrative negotiation:More than one issue; win-win.

21. The Two Types ofBargaining Strategies Bargaining Characteristics Distributive Bargaining Integrative Bargaining • 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

22. An Integrative Approach: Added-Value Negotiation • Clarify interests. • Identify options. • Design alternative deal packages. • Select a deal. • Perfect the deal.

23. Situational Influences on Negotiation • Location • Physical Setting • Time Investment and Deadlines • Audience .

24. Initial Target Resistance Resistance Target Initial Bargaining Zone Model Your Positions Area of Potential Agreement Opponent’s Positions

25. 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

26. Effective Negotiator Behaviours • Plan and Set Goals • Gather Information • Communicate Effectively • Make Appropriate Concessions ..

27. 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

28. Third – Party Negotiations • Mediator • Arbitrator • Conciliator • Consultant

29. Alternative Dispute Resolution (ADR) Techniques Facilitation:Third party gets disputants to deal directly and constructively with each other. Conciliation:Neutral third party acts as communication link between disputants. Peer review:Impartial co-workers hear both sides and render decision that may or may not be binding. Ombudsman:Respected and trusted member of the organization hears grievances confidentially. Mediation:Trained third-party guides disputants toward their own solution. Arbitration:Neutral third-party hears both sides in a court-like setting and renders a binding decision.

30. Unethical Negotiating Tactics • Lies • Puffery • Deception • Weakening The Opponent • Strengthening One’s Own Position • Information Exploitation • Nondisclosure • Change of Mind • Distraction • Maximization