11gslc-conflict and negotiation

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Copyright © 2013 Pearson Education Organizational Organizational Behavior Behavior 15th Global 15th Global Edition Edition Conflict and Conflict and Negotiation Negotiation 14-1 Robbins and Judge Chapter14

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Page 1: 11GSLC-Conflict and Negotiation

Copyright © 2013 Pearson Education

Organizational Organizational BehaviorBehavior

15th Global 15th Global EditionEdition

Conflict and Negotiation Conflict and Negotiation

14-1

Robbins and JudgeChapter14

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Copyright © 2013 Pearson Education

Chapter 14 Learning ObjectivesChapter 14 Learning Objectives

After studying this chapter you should be able to:After studying this chapter you should be able to:1. Define conflict.

2. Differentiate between the traditional, interactionist, and managed-conflict views of conflict.

3. Outline the conflict process.

4. Define negotiation.

5. Contrast distributive and integrative bargaining.

6. Apply the five steps of the negotiation process.

7. Show how individual differences influence negotiations.

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

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Define conflict

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LO 1

A Definition of ConflictThe parties to it must perceive conflict.Commonalties in the definitions are opposition

or incompatibility and some form of interaction.

Aprocess 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.

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Differentiate between the traditional, interactionist, and managed-conflict

views of conflict

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LO 2

The Traditional View of ConflictAssumed all was bad and to be avoided.Viewed negatively and discussed with such terms

violence, destruction, and irrationality. Conflict was a dysfunctional outcome resulting

from poor communication, a lack of openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employees.

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Differentiate between the traditional, interactionist, and managed-conflict

views of conflict

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LO 2

The interactionist view of conflictAharmonious, peaceful, tranquil, and cooperative

group is prone to becoming static, apathetic, and unresponsive to needs for change and innovation.

But, not all conflicts are good. Functional, constructive forms of conflict support

goals.Conflicts that hinder group performance are

dysfunctional or destructive forms of conflict.

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Differentiate between the traditional, interactionist, and managed-conflict

views of conflict

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LO 2

What differentiates functional from dysfunctional 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.

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Differentiate between the traditional, interactionist, and managed-conflict

views of conflict

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LO 2

What differentiates functional from dysfunctional conflict? This means task conflicts relate positively to creativity and

innovation, but are not related to routine task performance.

If the group is engaged in discussion of ideas in a nonconfrontational way, adding conflict will not generate more ideas.

Task conflict is related to positive outcomes when members share goals and have high levels of trust.

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Differentiate between the traditional, interactionist, and managed-conflict

views of conflict

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LO 2

Resolution-focused ConflictThere are some very specific cases in which

conflict can be beneficial.Workplace conflicts are not productive.Conflicts produce stress.

Researchers have started to focus more on managing the whole context in which conflicts occur, both before and after the behavioral stage of conflict occurs.

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Outline the conflict process

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LO 3

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Outline the conflict process

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LO 3

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Outline the conflict process

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LO 3

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Outline the conflict process

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LO 3

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Outline the conflict process

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LO 3

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Outline the conflict process

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LO 3

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Outline the conflict process

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LO 3

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Outline the conflict process

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LO 3

Managing Functional ConflictOne of the keys to minimizing counterproductive

conflicts is recognizing when there really is a disagreement.

Successful conflict management recognizes these different approaches and attempts to resolve them by encouraging open, frank discussion focused on interests rather than issues.

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Outline the conflict process

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LO 3

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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Outline the conflict process

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LO 3

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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Define negotiation

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LO 4

Negotiation is a “process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them.”

Note that we use the terms negotiation and bargaining interchangeably.

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Contrast distributive and integrative bargaining

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LO 5

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Contrast distributive and integrative bargaining

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LO 5

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Contrast distributive and integrative bargaining

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LO 5

When engaged in distributive bargaining, research consistently shows one of the best things you can do is make the first offer, and make it an aggressive one.

Another distributive bargaining tactic is revealing a deadline.

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Contrast distributive and integrative bargaining

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LO 5

In contrast to distributive bargaining, integrative bargaining operates assumes one or more of the possible settlements can create a win–win solution.

Both parties must be engaged for it to work.Integrative bargaining, in general, is preferable to

distributive bargaining. Distributive bargaining, on the other hand, leaves

one party a loser.

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Contrast distributive and integrative bargaining

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LO 5

Why do we not see more integrative bargaining in organizations?

The answer lies in the conditions necessary for this type of negotiation to succeed. Parties who are open with information and candid about

their concernsA sensitivity by both parties to the other’s needsThe ability to trust one anotherA willingness by both parties to maintain flexibility

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Contrast distributive and integrative bargaining

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LO 5

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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Apply the five steps of the negotiation process

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LO 6

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Apply the five steps of the negotiation process

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LO 6

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Apply the five steps of the negotiation process

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LO 6

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Show how individual differencesinfluence negotiations

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LO 7

Individual Differences in Negotiation EffectivenessPersonality Traits in NegotiationNegotiators who are agreeable or extraverted are not

very successful in distributive bargaining. Extraverts are outgoing and friendly, they tend to

share more information than they should.And agreeable people are more interested in finding

ways to cooperate rather than to butt heads.

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Show how individual differencesinfluence negotiations

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LO 7

Individual Differences in Negotiation EffectivenessResearch also suggests intelligence predicts

negotiation effectiveness, but, as with personality, the effects aren’t especially strong.

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Show how individual differencesinfluence negotiations

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LO 7

Individual Differences in Negotiation EffectivenessMoods and emotions influence negotiation, but the way

they do appears to depend on the type of negotiation. In distributive negotiations, negotiators in a position of

power or equal status who show anger negotiate better outcomes because their anger induces concessions from their opponents.

Anxiety also appears to have an impact on negotiation.

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Show how individual differencesinfluence negotiations

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LO 7

Individual Differences in Negotiation EffectivenessCulture in Negotiations

Japanese negotiators and found the generally conflict-avoidant.

Managers with high levels of economic power from Hong Kong, which is a high power-distance country, were more cooperative in negotiations over a shared resource than German and U.S. managers, who were lower in power distance.

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Show how individual differencesinfluence negotiations

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LO 7

Individual Differences in Negotiation EffectivenessGender Differences in Negotiations

Men and women do not negotiate differently. A popular stereotype is that women are more cooperative,

pleasant, and relationship-oriented in negotiations than are men. The evidence doesn’t support this belief.

Because women are expected to be “nice” and men “tough,” research shows women are penalized when they initiate negotiations.

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Show how individual differencesinfluence negotiations

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LO 7

Individual Differences in Negotiation EffectivenessGender Differences in Negotiations

Evidence also suggests women’s own attitudes and behaviors hurt them in negotiations.

Managerial women demonstrate less confidence than men in anticipation of negotiating and are less satisfied with their performance afterward.

Women are also less likely than men to see an ambiguous situation as an opportunity for negotiation.

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Assess the roles and functions of third-party negotiations

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LO 8

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 mediatorAn arbitrator A conciliatorA consultant

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Summary and Implications for Managers

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Summary and Implications for Managers

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Don’t assume one conflict-handling strategy will always be best! Use competition Use collaboration Use avoidance Use accommodation Use compromise Make sure you set aggressive negotiating goals

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All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any

means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the

United States of America.

Copyright © 2013 Pearson Education

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