Organizational behavior chapter 10

use the accommodating style

1. Build social credits 2. Harmony & stability 3. Minimize loss

use the collaborating style

1. Merge insights 2. Gain commitment 3. Work through feelings

use the compromising style

1. Opponents committed to mutually exclusive goals 2. Achieve temporary settlement 3. Important but not worth total disruption

use the avoidance style

1. Trivial issues 2. Gathering information 3. Little chance of satisfaction

use the competing style

1. Unpopular or vital issues on which you are right 2. Need for speed 3. Stopping people who take advantage

1. Distributive Approach 2. Integrative Approach

2 Resolution Strategies for negotiation

1. Alternative Dispute Resolution 2. Mediation 3. Arbitration 4. Arbitration-Mediation

4 types of third-party negotiations

1. organizational structure 2. Limited Resources 3. Task Interdependence 4. Incompatible Goals 5. Personality Differences 6. Communication Problems

6 causes of conflict

collaborating

A conflict-handling style that is high on both assertiveness and cooperation

competing

A conflict-handling style that is highly assertive but low on cooperation

accommodating

A cooperative and unassertive conflict-handling style

compromising

A middle-ground conflict-handling style, in which a person has some desire to express their own concerns and get their way but still respects the other person's goals as well

Mediation

A process in which an outside third party enters the situation with the goal of assisting the parties to reach an agreement

Arbitration

A process that involves bringing in a third party who has the authority to act as a judge and make a binding decision to which both parties must adhere

negotiation

A process whereby two or more parties work toward an agreement

avoiding

An uncooperative and unassertive conflict-handling style

Conflict vs. Competition

Both involve incompatibility of goals, but with conflict one or both parties perceive an opportunity to block the progress of other

1. avoidance 2. accommodation 3. compromise 4. collaboration 5. competition

Conflict Handling Styles (5)

interpersonal conflict

Conflict between two people

1. Self-reinforcement (imagined wrongs) 2. Reciprocity (desire to get even and restore "equity") 3. Regeneration (socialization of new members into the conflict)

Conflict maintained by (3)

intergroup conflict

Conflict that takes place among different groups, such as different departments or divisions in a company, or between union and management, or between companies, such as companies who supply the same customer (e.g., Project x vs. Project y)

intrapersonal conflict

Conflict within a person. It arises when a person is uncertain about what is expected or wanted

1. Change beliefs 2. Obtain information supportive of choice

Dissonance Reduction (2)

Cognitive Dissonance

Feeling of uncertainty due to a discrepancy between choice behavior and pre-choice attitudes/beliefs

1. Investigation 2. Determine your BATNA 3. Presentation 4. Bargaining 5. Closure

Five phases of negotiation

concessions

Giving up one thing to get something else in return

Alternative Dispute Resolution (ADR)

Includes mediation, arbitration, and other ways of resolving conflicts with the help of a specially trained, neutral third party without the need for a formal trial or hearing

Integrative Approach

Involved parties attempt to integrate their goals to enlarge the size of the pie being divided.

Distributive Approach

Involved parties see the situation as a fixed pie that must be divided between them.

1. Trust is higher between parties 2. Balance of power exists; even distribution 3. "Tit for tat"

Joint outcomes tend to be maximized when (3)

compromise

Level of Competitiveness and Level of Cooperation is in the middle ex. "Maybe we can both agree to give a little."

competition

Level of Competitiveness is high and Level of Cooperation is low ex. "This is what I want, and I am going to fight for it."

accommodation

Level of Competitiveness is low and Level of Cooperation is high ex. "If it's important to you, I can go along with it."

avoidance

Level of Competitiveness is low and Level of Cooperation is low ex. "I don't think there's any problem. I feel fine about how things are."

collaboration

Level of Cooperation is high and Level of Competitiveness is high ex. "Let's look at the bigger picture and find out how we can both get what we want."

1. Find a superordinate goal - attainable only via mutual cooperation 2. Create authority position - control of conflicting units by strong "outsider" 3. Decouple with a buffer - increase resources available to parties by creating inventories 4. Decouple with a linking pin - liaison coordinates flow of resources

Managing Intergroup Conflict (4)

1. Uncovers inaccurate assumptions 2. Stimulates broader range of ideas 3. Increased participation and creativity 4. Clarification of individual views that build learning

Positive conflict (4)

conflict management

Resolving disagreements effectively

BATNA

Stands for "best alternative to a negotiated agreement" Determining your ____ is one important part of the investigation and planning phase in negotiation

Conflict

State of incompatibility between people or groups resulting in antagonistic interaction

investigation

The first step in negotiation in which information is gathered

Arbitration-Mediation

The format of this conflict resolution approach is to have both sides formally make their cases before an arbitrator. The arbitrator then makes a decision and places it in a sealed envelope. Following this, the two parties work through mediation. If they are unable to reach an agreement on their own, the arbitration decisions become binding

bargaining

The fourth phase of negotiation. In this phase, each party discusses their goals and seeks to get an agreement

closure

The last part of negotiation in which you and the other party have either come to an agreement on the terms, or one party has decided that the final offer is unacceptable and therefore must be walked away from

presentation

The third phase of negotiation. In this phase you assemble the information you've gathered in a way that supports your position

1. Competition for resources among units at the same level (horizontal conflict) 2. In-group dynamics - increased solidarity, perceived superiority, adherence to group norms 3. Out-group dynamics - stereotyping

characteristics of intergroup conflict (3)

Avoidance-avoidance conflict

choice between two or more negative outcomes

Approach-approach conflict

choice between two or more positive outcomes

Approach-avoidance conflict

choice involves both positive and negative outcomes; most common

"Tit for tat"

cooperate, then respond like other party in last interaction; elicits positive behavior from others; never first to harm; retaliates in kind

mediocre outcome for both people

distributive conflict for person A and Person B

terrible for person A and great for person B

distributive conflict for person B and integrative outcome for person A

1. Failing to negotiate/ accepting the first offer 2. Letting your ego get in the way 3. Having unrealistic expectations 4. Getting overly emotional 5. Letting past outcomes affect the present one

five common mistakes in negotiations

good outcome for both people

integrative conflict for Person A and Person B

great for person A and terrible for person B

integrative conflict for Person B and distributive conflict for person A

1. Direct outcome of choice - opportunism better if never interacting again 2. Indirect outcome of choice - what will other person do in response

must consider 2 things for resolving interpersonal conflict

1. Increased stress and anxiety among individuals 2. Feelings of being demeaned, which lowers morale 3. A climate of mistrust, which hinders the teamwork and cooperation

negative conflict (3)