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