chapter 15- conflict & negotiation in organizations

Win-Win Negotiation

*The PRAM Model* -Proper planning -Building relationships -Getting agreements -Maintaining relationships

Common Reactions to Conflict

-Avoidance -Competition -Compromise -Collaboration -Accommodation

Common Causes of Conflict

-Conflict between Organization and Environment -Task Interdependence -Intergroup Conflict -Interpersonal Conflict

Reactions to conflict can be differentiated by:

-Importance of each party's goals to that party -Compatibility of each party's goals to the goals of the other party

Approaches to Negotiations

-Individual Differences -Situational Characteristics -Game Theory -Cognitive Approaches

Cognitive Approaches

-Recognize that negotiators often depart from perfect rationality during negotiation -Try to predict how and when negotiators will make these departures

Common Forms of Conflict

-Task Conflict -Relationship Conflict -Legal Conflict -Process Conflict

Interpersonal Techniques to Manage Conflict

-Team Building -Third-Party Peacemaking -Negotiated Conflict Management -Survey Feedback

Using Structure to Manage Conflict

-The Managerial Hierarchy -Rules and Procedures -Liaison Roles -Task Forces

Situational Characteristics

-The context within which negotiation takes place -Types of communication between negotiators -Potential outcomes of the negotiation -Relative power of the parties -Time frame available for negotiation -Number of people representing each side -Presence of other parties

Game Theory

-Uses mathematical models to predict the outcome of negotiation situations -Assumes that negotiators are always rational

Managers must know:

-When to stimulate and when to resolve conflict in order to avoid potentially disruptive effects -That both too little and too much conflict can be dysfunctional

Conflict Resolution

A managed effort to reduce or eliminate harmful conflict

Conflict

A process resulting in the perceptions of two parties that they are working in opposition to each other in ways that result in feelings of discomfort and/or animosity

Stimulating Conflict

The creation and constructive use of conflict by a manager

Superordinate Goal

The goal of the overall organization which is more important to the well-being of the organization and its members than the more specific goals of the conflicting parties

Negotiation

The process in which two or more parties (people or groups) reach agreement on an issue even though they have different preferences regarding that issue