10.conflict & negotiation
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Conflict and Negotiation
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Conflict
Conflict Defined A process that begins when one party perceives that
another party has negatively affected, or is about tonegatively affect, something that the first party caresabout.
Is that point in an ongoing activity when an interactioncrosses over to become an interparty conflict.
Encompasses a wide range of conflicts that peopleexperience in organizations
Incompatibility of goals
Differences over interpretations of facts
Disagreements based on behavioral expectations
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Transitions in Conflict Thought
Causes:
Poor communication
Lack of openness Failure to respond to
employee needs
Traditional View of Conflict
The belief that all conflict is harmful and must beavoided.
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Transitions in Conflict Thought (contd)
Human Relations View of Conflict
The belief that conflict is a natural and inevitableoutcome in any group.
Interactionist View of Conflict
The belief that conflict is not onlya positive force in a group but thatit is absolutely necessary for agroup to perform effectively.
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Functional versus Dysfunctional Conflict
Functional Conflict
Conflict that supports the goalsof the group and improves itsperformance.
Dysfunctional Conflict
Conflict that hindersgroup performance.(Negative)
(Positive)
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Conflict and Unit Performance
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Types of Conflict
Task ConflictConflicts over content andgoals of the work.
Relationship Conflict
Conflict based oninterpersonal relationships.
Process Conflict
Conflict over how work gets done.
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The Conflict Process
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Stage I: Potential Opposition or Incompatibility
Communication Semantic difficulties, misunderstandings, and noise
Structure
Size and specialization of jobs
Role ambiguity Member/goal incompatibility
Leadership styles (close or participative)
Reward systems (win-lose)
Dependence/interdependence of groups Personal Variables
Differing individual value systems
Personality types
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Stage II: Cognition and Personalization
Positive FeelingsNegative Emotions
Conflict Definition
Perceived ConflictAwareness by one or moreparties of the existence ofconditions that createopportunities for conflict to
arise.
Felt ConflictEmotional involvement in aconflict creating anxiety,tenseness, frustration, orhostility.
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Stage III: Intentions
Cooperativeness:
Attempting to satisfy the other partysconcerns.
Assertiveness: Attempting to satisfy ones own concerns.
Intentions
Decisions to act in a given way.
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Dimensions of Conflict-Handling Intentions
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Stage III: Intentions (contd)
Competing
A desire to satisfy ones interests, regardless of theimpact on the other party to the conflict.
Collaborating
A situation in which the parties to a conflict eachdesire to satisfy fully the concerns of all parties.
Avoiding
The desire to withdraw from or suppress a conflict.
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Stage III: Intentions (contd)
Accommodating
The willingness of one party in a conflict to place theopponents interests above his or her own.
Compromising
A situation in which each party to a conflict iswilling to give up something.
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USE.Competition
When quick, decisive action is vital (in
emergencies); on important issues.
Where unpopular actions need implementing (in
cost cutting, enforcing unpopular rules,
discipline). On issues vital to the organizations welfare.
When you know youre right.
Against people who take advantage ofnoncompetitive behavior.
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USE ..Collaboration
To find an integrative solution when both sets of
concerns are too important to be compromised.
When your objective is to learn.
To merge insights from people with different
perspectives.
To gain commitment by incorporating concerns
into a consensus.
To work through feelings that have interfered witha relationship.
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USE.Avoidance
When an issue is trivial, or more important issues
are pressing.
When you perceive no chance of satisfying your
concerns.
When potential disruption outweighs the benefits
of resolution.
To let people cool down and regain perspective.
When gathering information supersedes
immediate decision.
When others can resolve the conflict effectively.
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USE.Accommodation
When you find youre wrong and to allow a better
position to be heard.
To learn, and to show your reasonableness.
When issues are more important to others than to
yourself and to satisfy others and maintain
cooperation.
To minimize loss when outmatched and losing.
When harmony and stability are especially
important.
To allow employees to develop by learning from
mistakes.
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USECompromise
When goals are important but not worth the effort
of potential disruption of more assertive
approaches.
When opponents with equal power are committed
to mutually exclusive goals.
To achieve temporary settlements to complex
issues.
To arrive at expedient solutions under time
pressure.
As a backup when collaboration or competition is
unsuccessful.
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Stage IV: Behavior
Conflict ManagementThe use of resolution and stimulation techniques toachieve the desired level of conflict.
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Conflict Management Techniques
Conflict Resolution Techniques
Problem solving
Superordinate goals
Expansion of resources Avoidance
Smoothing
Compromise
Authoritative command
Altering the human variable
Altering the structural variables
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Conflict Management Techniques
Conflict Resolution Techniques
Communication
Bringing in outsiders
Restructuring the organization Appointing a devils advocate
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Stage V: Outcomes
Functional Outcomes from Conflict
Increased group performance
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving
Creation of an environment for self-evaluation and
change
Creating Functional Conflict
Reward dissent and punish conflict avoiders
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Stage V: Outcomes
Dysfunctional Outcomes from Conflict
Development of discontent
Reduced group effectiveness
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes groupgoals
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Thirds Parties and Conflict Resolution
Mediation Neutral third party attempts to find mutually beneficial
trade-offs, suggests alternatives, & serves as asounding board for the conflicting parties
Arbitration
Neutral third party can dictate an agreement
Allows parties to avoid the high-costs of going to trial
Always results in settlement
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Negotiation
Definition: It is the process of finding an agreementthat is satisfactory to all of the groups/individualsinvolved.
It is used to ensure a win-win situation.
Negotiation is best when it includes the members inconflict and peers who are stakeholders in the process
Or, a third party may be called when ongoing conflictresolution/negotiation does not work among the teammembers.
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Characteristics of a Successful Negotiation
It should:
Be timely and effective with the parties
Produce an agreement that results in a resolution ofthe conflict and a revitalized team process
Improve the relationships between the individuals,strengthening the team
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Negotiation
NegotiationA process in which two or more parties exchangegoods or services and attempt to agree on theexchange rate for them.
BATNA
The BestAlternative To aNegotiatedAgreement; thelowest acceptable value(outcome) to an individualfor a negotiated agreement.
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Bargaining Strategies
Integrative Bargaining
Negotiation that seeks one or more settlements thatcan create a win-win solution.
Distributive BargainingNegotiation that seeks to divide up a fixed amountof resources; a win-lose situation.
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The
Negotiation
Process
BATNA
The BestAlternative To aNegotiatedAgreement; thelowest acceptable value
(outcome) to an individualfor a negotiated agreement.
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Third-Party Negotiations
MediatorA neutral third party who facilitates a negotiatedsolution by using reasoning, persuasion, andsuggestions for alternatives.
Arbitrator
A third party to a negotiationwho has the authority todictate an agreement.
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Third-Party Negotiations (contd)
Consultant
An impartial third party, skilled inconflict management, who attempts
to facilitate creative problemsolving through communication andanalysis.
Conciliator
A trusted third party who provides aninformal communication link betweenthe negotiator and the opponent.
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