©Prentice Hall, 2001 Chapter 13 1

Negotiation and Conflict

©Prentice Hall, 2001 Chapter 13 2

TraditionalView

HumanRelations

View

InteractionistView

Transitions in Conflict Transitions in Conflict ThoughtThought

©Prentice Hall, 2001 Chapter 13 3

Functional Versus Functional Versus Dysfunctional ConflictDysfunctional Conflict

Task Conflict

Relationship Conflict

Process Conflict

©Prentice Hall, 2001 Chapter 13 4

The Conflict Process

Antecedent Conditions:Antecedent Conditions:• CommunicationCommunication• StructureStructure• Personal VariablesPersonal Variables

PerceivedPerceivedConflictConflict

FeltFeltConflictConflict

Overt Conflict:Overt Conflict:• Party’s BehaviorParty’s Behavior• Other’s ReactionOther’s Reaction

GroupGroupPerformancePerformance

Conflict-HandlingConflict-HandlingIntentions:Intentions:• CompetitionCompetition• CollaborationCollaboration• AccommodationAccommodation• AvoidanceAvoidance• CompromiseCompromise

Stage 1Potential Opposition

Stage3Intentions

Stage 5Outcomes

Stage 4Behavior

Stage 2Cognition and Personalization

©Prentice Hall, 2001 Chapter 13 5

Stage IV: Behavior and Conflict Stage IV: Behavior and Conflict IntensityIntensity

AnnihilatoryConflict

No Conflict

Overt efforts to destroy the other party

Aggressive physical attacks

Threats and ultimatums

Assertive verbal attacks

Overt questioning or challenging of others

Minor disagreements or misunderstandings

©Prentice Hall, 2001 Chapter 13 6

AuthoritativeCommand

AuthoritativeCommand

SubordinateGoals

SubordinateGoals

ResourceExpansionResourceExpansion

AvoidanceAvoidance SmoothingSmoothing CompromiseCompromise

HumanVariablesHuman

VariablesStructuralVariablesStructuralVariables

Conflict Resolution TechniquesConflict Resolution Techniques

ProblemSolvingProblemSolving

©Prentice Hall, 2001 Chapter 13 7

Devil’s AdvocateDevil’s Advocate

OutsidersOutsiders

RestructuringRestructuring

CommunicationCommunication

ConflictStimulation

ConflictStimulation

©Prentice Hall, 2001 Chapter 13 8

Stage V: OutcomesStage V: Outcomes Functional Functional DysfunctionalDysfunctional

• Impede communication

• Reduce cohesiveness

• Replace goals with infighting

• Halt group functioning

• Threaten group survival

• Improve quality of decisions

• Boost innovation and creativity

• Allow for interest and curiosity

• Vent problems and tensions

• Promote self-evaluation

©Prentice Hall, 2001 Chapter 13 9

Conflict and Unit PerformanceConflict and Unit PerformanceU

nit

P

erfo

rman

ce

High

Low Level of Conflict High

A B C

Situation

A

B

C

Conflict Level Conflict Type Internal Characteristics Outcomes

Low or none

Optimal

High

Dysfunctional

Functional

Dysfunctional

Apathetic, stagnant

Viable, innovative

Disruptive, chaotic

Low

High

Low

©Prentice Hall, 2001 Chapter 13 10

• 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

IntegrativeBargaining

DistributiveBargaining

BargainingCharacteristics

Negotiating StrategiesNegotiating StrategiesNegotiating StrategiesNegotiating Strategies

©Prentice Hall, 2001 Chapter 13 11

The Process of The Process of NegotiationNegotiation

PreparationPreparationand Planningand Planning

Definition ofDefinition ofGround RulesGround Rules

Clarification andClarification andJustificationJustification

Bargaining andBargaining andProblemProblemSolvingSolving

Closure andClosure andImplementationImplementation