ch-3 interactive conflict and negotiation skills-ii

8/22/2019 Ch-3 Interactive Conflict and Negotiation Skills-II

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INTERACTIVECONFLICTS

ANDNEGOTIATIONSKILLS II


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OBJECTIVE OF STUDY

Intergroup Behavior and Conflict-Meaning Of Intergroup Behavior and Conflict-Sources of Intergroup Conflict.

-Improving Quality Of Intergroup.Organizational ConflictNegotiation SkillsTraditional ApproachEmerging Skills


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INTER GROUP BEHAVIOR AND CONFLICTIntergroup behavior occurs whenever individuals belonging to

one group interact, collectively or individually, with anothergroup or its members in terms of their reference groupidentification.

Intergroup conflict can be between two groups. Inter group

conflict requires three ingredients;GROUP IDENTIFICATION-Employees have to perceive themselvesas part of an identifiable group or department.OBSERVABLE GROUP DIFFERENCES- There has to be anobservable group difference of some form. Groups may be located ondifferent floors of the building, members may have gone to differentschool, or members may work in different departmentsFRUSTRATION- Frustration means that if one group achieves itsgoals, the other will not; it will be blocked.Inter- group conflict will

appear when one group tires to advance its position in relation to othergroups.


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Inter- groups conflict can be defined as the behavior that occursamong organizational groups when participants identify with onegroup and perceive that other groups may block their groups goalachievement or expectations.Conflict means that groups clash directly, that they are infundamental opposition.Conflict is similar to competition but more severe. Competitionmeans rivalry among groups in the pursuit of a common prize, whileconflict presumes direct interference with goal achievement.

FORMS OF INTER-GROUP CONFLICT

Functional Conflict-it can be horizontally across departmentsHierarchical Conflict-it can be vertically between different levels ofthe organization.

Teammates may argue about the best way to accomplish tasks andachieve goals.Workers may clash with bosses about new work methods, rewardsystems, or job assignments.Between groups such as unions and management or franchise ownersand headquarters.Conflict can also occur between different divisions or business units.


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SOURCES OF INTER-GROUP CONFLICTS

LIMITED RESOURCES: Another major source of conflict involvescompetition between groups for what members perceive as limited resources.Organizations have limited money, physical facilities, staff resources, andhuman resources to share among department. In their desire to achieve goals,groups want to increase their resources. This throws them into conflict.TASK INTERDEPENDENCE: Task interdependence refers to thedependence of one unit on another for materials, resources, or information. If

two groups in an organization depend on one another there tends to be moreconflict between the groups than if the groups are independent of oneanother.JURISDICTIONAL AMBIGUITY:-When there is an ambiguity because ofthe roles and responsibilities of the two or more groups there always arises a

conflict. So, this type of conflict arises when the groups try to take control ofactivities that do not relate to them.STATUS STRUGGLES: -This conflict arises when one group tries to improveits status and have an edge over the other group and the other group perceivesit as a threat to its position or status. Or when a group feels that they are not

equally treated with other groups in an organization it gives rise to this typeconflict.


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DIFFERENTIATION: Differentiation was defined as the differences incognitive and emotional orientations among managers in different functionaldepartments.Departments or division within an organization often differ in

values, attitudes, and standards of behavior and these cultural differenceslead to conflicts. Cultural differences can be particularly acute in the case ofmergers or acquisitions.GOAL INCOMPATIBILITY:Goal incompatibility is probably the greatestcause of inter-group conflict in organizations. The goals of each departmentreflect the specific objectives members are trying to achieve. The

achievement of one departments goals often interferes with anotherdepartmentsgoals.TIME INCOMPATIBILITY: Work groups perform different tasks, havedifferent goals, and interact with different customers such that groups willhave different time frames or deadlines in which they operate.


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SOURCES

OF INTER-GROUP

CONFLICT

LIMITED RESOURCES

TASKINTERDEPENDENCE

JURISDICTIONALAMBIGUITY

STATUS STRUGGLESDIFFERENTIATION

GOALINCOMPATIBILITY

TIMEINCOMPATIBILITY


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IMPROVING THE QUALITY OF INTERGROUP RELATIONS

SUPERORDINATE GOALS: Superordinate goals are goals that areapproved by all groups and that may require the groups to interact in acooperative manner to achieve the goals (e.g., produce a product, prepare areport, and complete a service to customers). Superordinate goals may alsobe used to create a common enemy that increases the cohesion amonggroup members to defeat the enemy.NEGOTIATION: Negotiation may facilitate communication of issuescausing conflict between groups so that groups can form a resolution that issuitable to members within both groups. Principled negotiation refers toone style of negotiation so that members attempt to problem-solve until aresolution between groups is reached rather than focusing on which their

individual positions.MEMBER EXCHANGE: Member exchanges allow group members toexchange roles with those of the other group members. These exchanges areintended to provide a new perspective.


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INTERGROUP TEAM DEVELOPMENT:Intergroup Team Developmentmay be used to improve relations for members within the same group orbetween groups. One intervention developed by Blake, Shephard, andMouton (1964) has members of both groups generate one list about how the

group perceives the other group and one list that describes how they think theother group will describe them; the lists are then shared with both groups toreduce misperceptions.REDUCING THE NEED FOR INTERGROUP INTERACTION: Reducingthe need for intergroup interaction may be necessary for work groups that

cannot work well together. A coordinating group may be used as anintermediary between groups so that each group would communicate throughthe coordinating group. Organizations may also reduce taskinterdependence between those groups that function under different timeframes and deadlines .

FAIR RESOURCE ALLOCATION: The resource allocation processshould be fair so that all groups have access to the process and politicalconsiderations between groups are minimized.


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ORGANIZATIONAL CONFLICTOrganizational conflict has be defined by stoner and wankel as a disagreement between two or more members or groupsarising from the fact that they must share scarce resources, workactivities and/or from the fact they have different status , goals,

values or perceptionsOrganizational conflict is a state of discord caused by the actual orperceived opposition of needs, values and interests between people workingtogether. Conflict takes many forms in organizations.There is the inevitable clash between formal authority and power and thoseindividuals and groups affected.There are disputes over how revenues should be divided, how the workshould be done, and how long and hard people should work.

There are jurisdictional disagreements among individuals, departments, andbetween unions and management.There are subtler forms of conflict involving rivalries, jealousies, personalityclashes, role definitions, and struggles for power and favor.There is also conflict within individuals between competing needs and

demands to which individuals respond in different ways.


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TYPES OF ORGANIZATIONAL CONFLICT

Organizationsexistence is based on various groups and departments where

scares resources have to be put in to use through various processes. Whileinteracting with each other on individual, team or group levels, there areoccasions of perceptual differences, gradually resulting into conflict.

INTRA-PERSONAL CONFLICT: This is also called the conflict within theindividual.

INTER-PERSONAL CONFLICT: It refers to the conflict between two ormore individualsINTRA-GROUP CONFLICT: It relates to values, status and roles played byan individual in the group and the group norms.INTER-GROUP CONFLICT: Conflicts between different groups, sections

and departments.INTER-ORGANIZATIONAL CONFLICT: It takes place between twodependent organizations.


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INTRA ORGANIZATIONAL CONFLICTVertical conflict - conflict that exists between supervisors and subordinates,

who may disagree about the best way to accomplish a task.

Horizontal conflict- between employees or departments at the same levelLine staff conflict Occurs over then involvement of staff people in linedecisions say teachers and curriculum specialists

INTER ORGANIZATIONAL CONFLICT

Conflict that exists between organizations that are interdependent with thesame suppliers, customers, competitors, and govern-mental agenciesOccurs during the competition and rivalry that characterize firms operatingin the same markets.Occurs between unions and organizations employing their members.Occurs between government regulatory agencies and organizations subject totheir surveillance.Occurs between organizations and suppliers of raw materials


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NEGOTIATION SKILLSNegotiation is a common mechanism for resolving differences andallocating resources.

Negotiation is defined as

a decision-making process among interdependent parties who donot share identical preferences. It is through negotiation that eachparties decides what each will give and take in their relationship.

BARGAINING STRATEGIES:

There are two approaches to NegotiationDistributive BargainingIntegrative Bargaining.


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DISTRIBUTIVE BARGAINING:Negotiation that seeks to divide up a fixed amount of resources ; awin/lose situation.

INTEGRATIVE BARGAINING:Negotiation that seeks one or more settlement that can create awin/win situation.


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NEGOTIATION PROCESS

1.PREPRATION AND PLANNING: Before starting Negotiation you needto do your homework.

What is nature of conflict?Whatsthe history leading up to this negotiation?Whosinvolved? What are their perception of conflict?What do you want from negotiation? EtcOnce you have gathered information, use it to develop a strategy.

You should determine yours and the other sides Best Alternative To aNegotiated Agreement (BATNA). BATNA is the best alternative to anegotiated agreement ; the least individual should accept.

2.DEFINITION OF GROUND RULE: Once you have done your planningand developed a strategy,youreready to begin defining the ground rules

and procedure with the other party over the negotiation itself.Who will do the negotiating?Where will it take place?Will there be a specific procedure to be followed if an impasse isreached?


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3. CLARIFICATION AND JUSTFICATION:At this stage, both the party will explain,clarify, amplify and justify their original

demands. This needntbe confrontational.Rather , itsan opportunity for educatingand informing each other on the issues,why they are important, how each arrivedat their initial demands.

4. BARGAINING AND PROBLEMSOLVING: The essence of negotiationprocess is the actual give-and-take intrying to has out an agreement.

5.CLOSURE AND IMPLEMENTATION: Thefinal step of negotiation process isformalizing the agreement that has beenworked out and developing any procedurethat are necessary for implementation and

monitoring.


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TRADITIONAL NEGOTIATION approachesUnder the traditional approach, the

negotiator have taken either

-DISTRIBUTIVE BARGAINING:Distributive bargaining assume Fixed pieand focus on how to get the biggest share.

-POSITIONAL BARGAINING:This approach involves successively takingand then giving a sequence of position.-It tells the other side what you want; itprovides an anchor in an uncertain andpressured situation; and it can eventually

produce the terms of an acceptableagreement.Distributive Bargaining is considered asHard Strategy; whereas PositionalBargaining as soft strategy

CHARACTERISTIC OF SOFTSTRATEGY

-Goal is agreement- Trust others- Change your position easily- Make offers- Try to avoid contest of your will-Yield to pressure.

CHARACTERISTIC OF HARDSTRATEGY

-The goal is victory- Distrust others-Dig in to your position- Make threats- Try to win a contest of your will-Apply pressure


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When negotiating, people in general and managers in particular tend to havecertain biases and make certain errors, which prevents them from

negotiating rationally and getting the most they can out of a situation.

Negotiators tend to be overly affected by the frame, or form ofpresentation, of information in a negotiation.Negotiators tend to non rationally escalate commitment to a previously

selected course of action when it is no longer the most reasonable alternative.Negotiators tend to assume that their gain must come at the expense of theother party and thereby miss opportunities for mutually beneficial trade-offsbetween the parties.Negotiator judgments tend to be anchored on irrelevant information, suchas an initial offer.Negotiators tend to rely on readily available information.Negotiators tend to fail to consider information that is available byfocusing on the opponentsperspective.Negotiators tend to be overconfident concerning the likelihood of attainingoutcomes that favor the individual(s) involved.

COMMON MISTAKES THAT NEGOTIATOR TENDS TO MAKE


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EMERGING SKILLSWHETTEN AND CAMERON suggested an Integrative approach thattakes an expanding the pieperspective that uses problem-solvingtechniques to find Win-Win outcomes.

Based on collaborating strategy( rather than compromising, forcing

, accommodating ,or avoiding ) the integrative approach requiresthe effective negotiator to use skills such as

1. Establishing super ordinate goal.2. Separating the people from the problem .

3. Focusing on interests , not on positions.4. Inventing options for mutual gain and5. Using objective criteria.


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RECENT NEGOTIATION TECHNIQUES

1.LOW-RISK NEGOTIATION TECHNIQUES

Flatterysubtle flattery usually works best, but the standards may differby age, sex, and cultural factors.

Addressing the easy point firstthis helps build trust and momentumfor the tougher issues.

Silencethis can be effective in gaining concessions, but one must becareful not to provoke anger or frustration in opponents.

Inflated opening positionthis may elicit a counteroffer that shows theopponentsposition or may shift the point of compromise.

Oh,poor methis may lead to sympathy but could also bring out thekiller instinct in opponents.


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HIGH-RISK NEGOTIATION TECHNIQUES

Unexpected temper losseserupting in anger can break an impasse andget ones point across, but it can also be viewed as immature ormanipulative and lead opponents to harden their position.

High-ballingthis is used to gain trust by appearing to give in to theopponents position, but when overturned by a higher authority,concessions are gained based on the trust.

Boulwarism (takeit or leave it)named after a former vice president ofGE who would make only one offer in labor negotiations, this is a highlyaggressive strategy that may also produce anger and frustration inopponents.

Waiting until the last momentafter using stall tactics and knowing thata deadline is near, a reasonable but favorable offer is made, leaving theopponent with little choice but to accept.


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PRINCIPLED NEGOTATION

There is an alternative to positional bargaining and soft versus hard strategiesthat has been developed by the Harvard Negotiation Project. This alternative

to traditional negotiation is called the PRINCIPLED NEGOTIATION, ORNEGOTIATION ON THE MERITS, APPROACH. There are four basicelements in this alternative approach to negotiation. They are:

People-Separate the people from the problem.

Interests- Focus on interests, not positions.Options-Generate a variety of possibilities before deciding what to do.Criteria-Insist that the result be based on some objective standard.

The principled skills go beyond hard versus soft and change the game to

negotiation on the basis of merits. For example, in soft bargaining theparticipants are friends, in hard bargaining they are adversaries, but in theprincipled approach they are problem solvers; in soft bargaining the approachis to trust others, in hard bargaining there is distrust of others, but in theprincipled approach the negotiator proceeds independent of trust; and in thesoft approach negotiators make offers, in the hard approach they makethreats, but in the principled approach they explore common interests.


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Along with social, emotional, behavioral, leadership, team, andcommunication skills, these negotiation skills are becoming increasinglyrecognized as important to management of not only conflict but also

effective management in general


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THANK YOU

ch-3 interactive conflict and negotiation skills-ii

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