Chapter 10 - Conflict and Negotiation
Buffering
By increasing amount of work done between the teams so they can forget about it
Direct Conflict Management Stradegies
Accommodation - Letting the other's wishes rule Collaboration/Problem solving - work through differences to solve problems Avoidance - downplaying disagreement Competition - Working against the wishes of the other party
Win-Win Stradegies
Achieved by a blend of both high cooperativeness and high assertiveness
Manifest Conflict
Addressed by conflict resolution or suppression
Mediation
3rd party tries to engage the parties in a negotiated solution through persuasion and rational argument
Appeals to common goal
Focus attention of conflicting parties towards one desirable end
Line-Staff Conflict
Disagreements with employees vs people in power
Hard Distributive Negotiation
Each party holds out to get its own way
Antecedent conditions
Establish the conditions from which conflicts are likely to emerge
Common Pitfalls
Fixed Pie Myth - Idea that can't tailor the pie to everyone's wants Escalating Commitment - Extreme demands Over-Confidence - Their positions are the only correct ones Too much telling/listening
Distributive Negotiation
Focuses on positions staked out or declared by the parties involved, each is trying to get a certain piece of the pie. (Has hard and soft)
Integrative Negotiation
Focuses on the merits of the issues and parties involved and try to enlarge the pie rather than taking certain parts of it
Substantive Conflict
Fundamental disagreement over ends or goals to be pursued and the means for their accomplishment
Relationship Goals
How well you'll be able to work with the person after conflict
Linking-Pin
Making people within the groups a liaison (communicating effectively)
Levels of Conflict
Interpersonal Conflict: occurs between two or more individuals in opposition to each other Intrapersonal Conflict: Occurs within the individual because of actual or perceived pressures from incompatible goals or expectations Intergroup Conflict: Occurs among groups in an organization Interorganizational Conflict: Between organizations
Emotional Conflict
Interpersonal difficulties that arise over feelings of anger mistrust, dislike, fear, resentment, etc.
Arbitration
Neutral 3rd party acts as a judge with the power to issue a decision binding to all parties
Lose-Lose Stradegies
No one gets what they want
Role Ambiguity Conflict
Obvious
Effective Negotiation
Occurs when substance issues are resolved and working relationships are manifested or improved (Has substance and relationship goals)
Conflict Resolution
Occurs when the reasons for conflict are eliminated
Win-Lose Stradegies
One party achieves what they want in expense of the other party
Soft Distributive Negotiation
One side/party makes a concession to get things over with
Negotiation
Process of making joint decisions when the parties involved have different preferences
Bargaining Zone
Range between one party's minimum reservation point and the other parties max reservation point
Substance goals
Relate to the content issue
Dysfunctional Conflict
Results in negatives
Functional Conflict
Results in positives
Behavioral Foundations
Separate people from the problem Don't allow emotional considerations to effect negotiations Focus on interests rather than positions Avoid premature judgements Judge possible agreements by set of criteria
Altering scripts and myths
Sort of acting like everything's taken care of through formal management of the situation
Perceived Conflict
Substantive or emotional differences are sensed
Decouping
Taking action to eliminate or reduce the required contact between conflicting parties
Felt Conflict
Tension creates motivation to act
Upward referral
Using senior managers to address the situation
Unresolved Prior Conflict
When conflicts go unresolved, they remain latent and emerge in the future
Conflict
When parties disagree over substantive issues or when emotional antagonisms create friction between them
Domain Ambiguities
When people are unclear about how their objectives or those of their team with how they are being pursued by others.
Resource Scarcities
When people have to share resources with one another and/or when they have to compete with one another for resources
Task Interdependencies
When people must depend on others doing things before they can start their own job
Structural Differentiation
When people work in parts of the organization where structures, goals, time horizons, and staff compositions are very different. Conflict is likely with other units
Power or Value Asymmetries
When teams have different values/importance within organizations
Attitudinal Foundations
Willingness to trust other party Willingness to share Willingness to ask concrete questions