Chapter 10 - Conflict and Negotiation

1. Interpersonal 2. Intrapersonal 3. Intergroup 4. Inter-organizational

4 Levels of Conflict in Organizations:

1. antecedent conditions 2. perceived conflict 3. felt conflict 4. manifest conflict

4 Stages of conflict:

1. task and workflow interdependencies 2. domain ambiguities 3. resource scarcity 4. power or value asymmetries

4 contextual causes of conflict:

1. vertical 2. horizontal 3. line-staff 4. ambiguity conflicts

4 hierarchical causes of conflict:

Intergroup negotiation

Manager is part of a group that is negotiating with another group.

group negotiation

Manager is part of a team whose members are negotiating.

two party negotiation

Manager negotiates directly with one other person.

Bargaining zone

Range between one party's minimum reservation point and the other party's maximum reservation point.

Functional conflict

Results in constructive, positive benefits to individuals, the team, or the organization.

Conflict resolution

Situation in which the underlying reasons for a given destructive conflict are eliminated.

Negotiation

The process of making joint decisions when the parties involved have different preferences.

Inter-organizational

Competition for market share

Conflict aftermath

Removing or correcting antecedents.

Win-Win conflict

- Achieved by a blend of both high cooperativeness and high assertiveness. - Collaboration or problem solving involves recognition by all conflicting parties that something is wrong and need attention. It Stresses gathering and evaluating information in solving disputes and making choices

Potential benefits of functional conflict

- Brings important problems to the surface so they can be addressed. - Causes decisions to be carefully considered. - Increases amount of information used for decision making. - Provides opportunities for creativity.

Managed interdependence

- Decoupling, or taking action to eliminate or reduce the required contact between conflicting parties. - Buffering is another approach that can be used when the inputs of one team are the outputs of another.

Potential outcomes of dysfunctional conflict

- Diverts energies. - Hurts group cohesion; - Promotes interpersonal hostilities. - Creates a negative environment. - Can decrease performance and job satisfaction. - Can contribute to absenteeism and job turnover.

Informational

- Each party must know what he or she will do if an agreement can't be reached. - Each party must identify and understand their personal interest in the situation. - Each party must know what is really important to them in the case at hand, and they must come to understand the relative importance of the other party's interests.

Distributive negotiation

- Focuses on positions staked out or declared by the conflicting parties. - "Who is going to get this resource?" - "Hard" distributive negotiation (win/lose) - Each party holds out to get its own way. - "Soft" distributive negotiation (lose/lose) - One party tries to find the ways to meet the other's desires.

Lose-lose conflict

- Nobody gets what he or she wants; underlying reasons for remain unresolved. Strategies include: - Avoidance. - Accommodation- playing down differences. - Compromise- giving up something valued.

Win-Lose conflict

- One party achieves its desires at the expense and to the exclusion of the other party's desires. - Competition - achieve domination through force, superior skill, or domination. - Authoritative command - formal authority used to end conflict.

Effective negotiation factors:

- Quality - negotiation results offer a "quality" agreement that is wise and satisfactory to all sides. - Harmony - negotiation is "harmonious" and fosters rather than inhibits good interpersonal relations. - Efficiency - negotiation is "efficient" and no more time consuming or costly than absolutely necessary.

Behavioral

- Separate the people from the problem. - Don't allow emotional considerations to affect the negotiations. - Focus on common interests rather than solutions. - Avoid premature judgments. - Keep the identification of alternatives separate from their evaluation. - Judge possible agreements by set criteria or standards.

Integrative negotiation

- Sometimes called principled negotiation. - Focuses on the "merits" of the issues - "How can the resource best be used?" - Less confrontational than distributive negotiation. - Allows a broader range of alternative solutions to be considered. - A win-win solution is possible.

manifest conflict

- addressed by conflict resolution or suppression - Expressed openly in behavior.

antecedent conditions

- set the conditions of conflict. - Establish the conditions from which conflicts are likely to emerge.

perceived conflict

- substantive or emotional differences are sensed - When the antecedents become the basis for substantive or emotional differences between people or groups.

felt conflict

- tension creates motivation to act - Conflict experienced as tension that motivates the person to take action to reduce feelings of discomfort.

Substantive

A fundamental disagreement over ends or goals to be pursued, and the means for their accomplishment.

Arbitration

A neutral third party acts as a "judge" and has the power to issue a decision that is binding on all parties.

mediation

A neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument.

Third party negotiations

A neutral third party works with persons involved in a negotiation to help them resolve impasses and settle disputes.

Interpersonal

Can be caused by rivalries; personality differences

Intergroup

Causes are substantive (competition for resources) or emotional

Constituency negotiation

Each party represents a broader constituency.

Culture and conflict

Culture and cultural differences must be considered for their conflict potential. Sensitivity and respect when working across cultures can often tap the performance advantages of both diversity and constructive conflict.

Dysfunctional conflict

Destructive to an individual or team.

Appeal to common goals

Focusing the attention of potentially conflicting individuals and teams on one mutually desirable conclusion.

1. Attitudinal 2. behavioral 3. informational

Foundations of Integrative negotiation:

emotional

Interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like.

Line-staff conflict

Involves disagreements between line and staff personnel over who has authority and control over decisions on matters such as budgets, technology, and human resource practices.

Conflict suppression

No change in antecedent conditions occurs even though the manifest conflict behaviors may be temporarily controlled.

Domain ambiguities

Occur when individuals or teams lack adequate task direction or goals and misunderstand such things as customer jurisdiction or scope authority.

Power or value asymmetries

Occur when interdependent people or teams differ substantially from one another in status and influence or in values.

Task and workflow interdependencies

Occur when people or units are required to cooperate to meet challenging goals.

Role ambiguity conflicts

Occur when the communication of task expectations is unclear or upsetting in some way.

Vertical conflict

Occurs between levels and commonly involves supervisor-subordinate and team-leader disagreements over resources, goals, deadlines, or performance results.

Horizontal conflict

Occurs between persons or group working at the same hierarchical level.

Substance goals

Outcomes that relate to "content" issues under negotiation.

Relationship goals

Outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once the process is concluded.

Intrapersonal

Pressure from incompatible (internal) goals or expectations

Upward referral

Problems are moved from the level of conflicting individual or teams and referred up the hierarchy for more senior managers to address.

Altering scripts and myths

Superficial management managed by scripts, or behavioral routines, that become part of the organization's culture.

Ethical aspects of negotiation

The motivation to behave ethically in negotiations is put to the test by each party's desire to "get more" than the other from the negotiation and/or by a belief that there are insufficient resources to satisfy all parties.

Resource scarcity

When resources are scarce, working relationships are likely to suffer.

Attitudinal

Willingness to trust, share information, and ask concrete questions.

Conflicts

________occur whenever disagreements exist in a social setting or when emotional antagonisms create friction between individuals or groups.

functional conflict - moderate conflict

moderate levels of conflict are goof for performance

dysfunctional conflict - low/high conflict

too little conflict is bad for performance