OB chapter 13
alternative dispute resolution
a process by which two parties resolve conflicts through the use of a specially trained, neutral third party
negotiation
a process in which two or more interdependent individuals discuss and attempt to come to an agreement about their different preferences
inspirational appeal
a tactic designed to appeal to the target;s values and ideals, thereby creating an emotional or attitudinal reaction
organizational politics
actions by individuals that are directed toward the goal of furthering their own self-interests
integrative bargaining
aimed at accomplishing a win-win scenario; involves the use of problem solving and mutual respect to achieve an outcome thats satisfying for both parties
networking ability
an adeptness at identifying and developing diverse contacts
conventional arbitration
arbitrators can create a solution of their choosing
conflict
arises when two or more individuals perceive that their goals are in opposition
competing
best used in situations where the leader knows he or she is right and a quick decision needs to be made
leadership
can affect follower's interpretation of events, the organization of their work activities, their commitment to key goals, their relationships with other followers, and their access to cooperation and support from other work units
arbitrator
can be an individual or group whose job is to listen to the various arguments and then make a decision about the solution to the conflict
power and influence
can increase citizenship behaviors and decrease counterproductive behaviors
positive emotions
can make negotiators overconfident and make decisions too quickly
negotiations
can take place inside or outside the organization; can involved settling a dispute, setting prices and wages.
extremely political environments
cause lower job satisfaction, increased strain, lower job performance, higher turnover intentions, and lower organizational commitment
mediation and arbitration
common forms of alternative dispute resolution
integrative bargaining
complements collaboration; the preferable negotiation style to use whenever possible
intertwined
conflict and politics are
the three types of organizational power
derive primarily from a person's position within the organization; more formal in nature
expert power
derives from a person's expertise, skill, or knowledge on which others depend
legitimate power
derives from a position of authority inside the organization; sometimes referred to as "formal authority"
BATNA
describes each negotiators bottom line (where they are willing to walk away)
legitimate power
doesn't generally give a person the right to ask employees to do something outside the scope of their jobs or roles within the organization
personal characteristics and organizational characteristics
drivers of organizational politics
exchanging information
each party makes a case for its position and attempts to put all favorable information on the table
final-offer arbitration
each party presents its most fair offer, and the arbitrator picks the most reasonable one
preparation
each party should prepare its BATNA
closing and commitment
entails the process of formalizing an agreement reached during the previous stage
coercive power
exists when a personal has control over punishments in an organizational
referent power
exists when others have a desire to identify and be associated with a person; this desire is derived from affection, admiration, or loyalty toward a specific individual
personal power
exists when people have additional capabilities inside them to influence others; capture "something else"
reward power
exists when someone has control over the resources or rewards another person wants
competing, avoiding, accommodating, collaboration, compromise
five styles of conflict resolution
contingency factors
four factors that have an effect on the strength of a person's ability to use power to influence others
integration, personal appeals, exchange tactics, apprising
four influence tactics that vary in effectiveness
coercive power
generally regarded as a poor form of power to use regularly, because it tends to result in negative feelings towards those that wield it
interpersonal influence
having an unassuming and convincing personal style thats flexible enough to adapt to different situations
our ability to influence behavior
having power increases
collaboration
high assertiveness, high cooperation
competing
high assertiveness, low cooperation
visibility
how aware others are of a leader's power and position
visibility
if everyone knows that a leader has a certain level of power, the ability to use that power to influence others is likely to be higher
discretion
if managers are forced to follow organizational policies and rules, their ability to influence others in reduced
bargaining begins again
if there are issues and misconceptions at closing and commitment
consultation
increases commitment from the target, who now has a stake in seeing that his or her opinions are valued
directional
influence can be seen as
relative
influence is all
used in combination
influence tactics tend to be most successful when
softer in nature
influence tactics that tend to be most successful are those that are
apparent sincerity
involves appearing to others to have high levels of honesty and genuineness
distributive bargaining
involves win-lose negotiating over a "fixed-pie" of resources; when person gains, the other person loses
they will actually choose to do so
just because a person has the ability to influence others does not mean
substitutability
leaders that control resources to which no one else has access can use their power to gain greater influence
centrality
leaders who perform critical tasks and interact with others regularly have a greater ability to use their power to influence others
increase organizational politics
limited or changing resources, ambiguity in role requirements, high performance pressures, or unclear performance evaluation measures
accommodating
low assertiveness, high cooperation
avoiding
low assertiveness, low cooperation
compromise
moderate assertiveness, moderate cooperation
integration
more effective when used as a long term strategy
personal forms of power
more strongly related to organizational commitment and job performance than the organizational forms
integrative bargaining
most appropriate in situations in which multiple outcomes are possible, there is an adequate level of trust, and parties are willing to be flexible
rational persuasion
most effective when it helps to show that the proposal is important and feasible
perceived power relationship between the parties and negotiator emotions
most important negotiator biases
directional view of influence
mostly downward, but can be lateral or upward
coalitions
occur when the influencer enlists other people to help influence the target; generally used in combination with one of the other tactics
personal appeals
occur when the requestor asks for something based on personal friendship or loyalty; the stronger the friendship the more successful the attempt is likely to be
competing
occurs most often when one party as high levels of organizational power levels of organizational power; generally involves the hard forms of influence
arbitration
occurs when a third party determines a binding settlement to a dispute
collaboration
occurs when both parties work together to maximize outcomes; a win-win form of conflict resolution
compromise
occurs when conflict is resolved through give-and-take concessions; most common form of conflict resolution; generally results in favorable outcomes for the leaders
avoiding
occurs when one part wants to remain neutral, stay away from conflict, or postpone the conflict to gather information or let things cool down; usually results in an unfavorable outcome for everyone; never really resolves the conflict
competing
occurs when one party attempts to get his or her own goals met without concern for the other party's results; a win-lose approach of conflict management
accommodating
occurs when one party gives in to the other and acts in a completely unselfish way; used when the issues is not important to leader but important to the other party
apprising
occurs when the requestor clearly explains why performing a request will benefit the target personally
consultation
occurs when the target is allowed to participate in deciding how to carry out or implement a request
coercive power
operates primarily on the principle of fear; exists when one person believes that another has the ability to punish him or her and is willing to use that power
legitimate power
people with this have some title and the understood right to ask others to do things that are considered within the scope of their authority
affective commitment
personal forms of power increase
mediator
plays the role of a neutral, objective, third party who listens to the arguments of each side and attempts to help two parties come to an agreement
moderately correlated
power and influence and job performance
moderately correlated
power and influence and organizational commitment
centrality
represents how important a person;s job is and how many people depend on that person to accomplish their tasks
mediation
requires a third party to facilitate the dispute resolution process, though the third party cannot dictate a solution
distributive bargaining
similar in nature to a competing approach to conflict resolution
political skill
the ability to effectively understand others at work and use that knowledge to influence others in ways that enhance personal and/or organizational objectives
power
the ability to influence the behavior of others and resist unwanted influence in return
power
the ability to resist the influence attempts of others
bargaining
the actual "negotiating"; the goal is for each party to walk away feeling like it has gained something of value; where each party must give up something to get something in return
discretion
the degree to which managers have the right to make decisions on their own
substitutability
the degree to which people have alternatives in accessing resources
mediation
the first step of alternative dispute resolution
the situation
the five methods of conflict resolution should be applied based on
assertiveness and cooperation
the five styles of conflict resolution are influenced by
substitutability, discretion, centrality, visibility
the four contingency factors
rational persuasion, inspirational appeals, consultation, and collaboration
the four most effective influential influence tactics
preparation, exchanging information, bargaining, closing and commitment
the four negotiation stages
voluntary agreement
the goal of dispute resolution is to have the parties come to a
the more legitimate power they possess
the higher up in an organization a person is
collaboration
the most effective form of conflict resolution, especially in reference to task-oriented rather than personal conflicts; results in the best outcomes and reactions from both parties
all five dimensions of power
the most powerful leaders have bases of power that include
rational persuasion
the only tactic that is consistently successful in the case of upward influence
arbitration
the second step of alternative dispute resolution
preparation
the single most stage of the negotiating process, where each party determines what its goals are for the negotiation and whether or not the other party has anything to offer
social astuteness
the tendency to observe others and accurately interpret their behavior
legitimate power, reward power, coercive power
the three types of organizational power
distributive bargaining and integrative bargaining
the two general negotiation strategies
expert power and referent power
the two types of personal power
influence
the use of an actual behavior that causes behavioral or attitudinal changes in others
pressure
the use of coercive power through threats and demands
integration
the use of favors, compliments, or friendly behavior to make the target feel better about the influencer
rational persuasion
the use of logical arguments and hard facts to show the target that the request is a worthwhile one
leadership
the use of power and influence to direct the activities of followers towards goal achievement
reward power
those who have it have the ability to influence others if those being influenced believe they will get the rewards by behaving a certain way
what is important to the target
to use inspirational appeal effectively, leaders know
networking ability and social astuteness
two aspects of political skill
interpersonal influence and apparent sincerity
two capabilities involved in political skill
pressure and coalitions
two influence tactics that are least effective and could result in resistance from the target
collaboration
used when an leader attempts to make it easier for the target to complete the request
exchange tactic
used when the requestor offers a reward or resource to the target in return for performing a request; requestor must have something of value to offer
they take a distributive approach
when negotiators think they have more power than the other party
expert power
when people have a track record of high performance, the ability to solve problems, or specific knowledge that's necessary to accomplish tasks, they're more likely to able to influence others who need that expertise
power and influence
when used correctly, can make employees focus on task performance
