Post on 03-Apr-2018
transcript
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 1/36
13-1
Conflict and
Negotiation
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 2/36
13-2
Conflict
• Process that begins when
one party perceives that
another party hasnegatively affected, or is
about to negatively affect,
something that the firstparty cares about.
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 3/36
Definitions
• Conflict
Interaction of persons who perceive
incompatible goals and interference from oneanother in achieving those goals
• Negotiation
A process in which two or more parties attemptto reach acceptable agreement in a situation
characterized by some level of disagreement.
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 4/36
13-4
Transitions in Conflict Thought
• Traditional View – conflict is harmful and
must be avoided
• Human Relations View – conflict is a
natural and inevitable outcome in any
group and need not be negative
• Interactionist View – conflict is encouragedto prevent group from becoming stale
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 5/36
13-5
Functional vs.
Dysfunctional Conflict
• Task conflict – relates to the
content and goals of the work
• Relationship conflict –
focuses on interpersonal
relationships
• Process conflict – relates tohow the work gets done
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 6/36
Managing Conflict:
P
e r f o r m a n
c e
P
e r f o r m a n
c e
ConflictConflict
ComplacencyComplacency ManagedManaged IntenseIntense
HighHigh
Low
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 7/36
13-7
Conflict Process
Stage I: Potential opposition
Stage II: Cognition and Personalization
Stage III: Intentions
Stage IV: Behaviors
Stage V: Outcomes
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 8/36
13-8
Conflict Process
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 9/36
13-9
Stage I: Potential Opposition
• Sources of conflict:
Communication
Structure
Personal Variables
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 10/36
13-10
Stage II: Cognition and
Personalization
• Potential for opposition becomes realized
• When individuals become emotionally
involved - parties experience anxiety,tension, frustration, or hostility
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 11/36
13-11
Stage III: Intentions
• Competing
• Collaborating
• Avoiding
• Accommodating
• Compromising
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 12/36
13-12
Intentions
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 13/36
CompetitionCompetition(forcing)(forcing)
CollaborationCollaboration
CompromiseCompromise
AvoidanceAvoidance AccommodationAccommodation
Satisfy Other?Satisfy Other?
Coo erativeness(Cooperativeness)
UncooperativeUncooperative CooperativeCooperative
SatisfySatisfySelf?Self?
Aggressive Aggressive
PassivePassive
(Manager exerting authority)(Manager exerting authority)(Marriage Counselors/Labor (Marriage Counselors/Labor
mediation)mediation)
(Union-Management)(Union-Management)
(Most common approach)(Most common approach) (Acquiescent Parent)(Acquiescent Parent)
Styles of Conflict Resolution
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 14/36
Analyze Situation Identify your needs
Importance—Is it worth it?
Zero-sum Strength of position
Future Interactions?
Analyze other party(ies) Real needs, interests
Strengths/Weaknesses
Their styles/approach
Select Appropriate Approach Conflict Style
Negotiation (Integrative,Distributive)
STEPS FOR CONFLICT RESOLUTION
AND EFFECTIVE NEGOTIATIONS
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 15/36
• Conditions
Generally best
Win-Win is possible Opponent is willing
INTEGRATIVE
NEGOTIATION
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 16/36
• Conditions
Zero-sum game
Opponent isdistributive
You have the power
Relationship not
critical
DISTRIBUTIVE NEGOTIATING
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 17/36
• Identify target and resistance points Goal?
Start moderately high/low, make concession, getstingy
View initial offers as a starting point
• Persuasion
• Leverage Power: Facts, Experience, position• Fairness
• Emotions
• Closed
• Manage Perceptions
DISTRIBUTIVE STRATEGIES
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 18/36
• Conditions
Generally best
Win-Win is possible Opponent is willing
• Key?
• Integrative
Strategies?
INTEGRATIVE
NEGOTIATION
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 19/36
• Integrative Strategies
Openness
Trust Flexibility
Begin Positively
Focus on the Issue
Remain Rational
Use objective criteria
INTEGRATIVE
NEGOTIATION
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 20/36
CompetitionCompetition(forcing)(forcing)
CollaborationCollaboration
CompromiseCompromise
AvoidanceAvoidance AccommodationAccommodation
Satisfy Other?Satisfy Other?
Coo erativeness(Cooperativeness)
UncooperativeUncooperative CooperativeCooperative
SatisfySatisfySelf?Self?
Aggressive Aggressive
PassivePassive
(Manager exerting authority)(Manager exerting authority)(Marriage Counselors/Labor (Marriage Counselors/Labor
mediation)mediation)
(Union-Management)(Union-Management)
(Most common approach)(Most common approach) (Acquiescent Parent)(Acquiescent Parent)
Styles of Conflict Resolution
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 21/36
• Competition (forcing) Time is an important constraint
Issue is unpopular/action must be taken
Commitment is not critical
Competitive others
You have the power
• Collaboration Too important for compromise
Time pressures are minimal
All want win-win
Communication-based
CHOOSING A STYLE
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 22/36
• Avoidance Issue is trivial
Costs/disruptions outweigh benefits
Problem may solve itself
Based on personal differences
• Accommodation Issue is more important to the other party
Stockpile Credits
Minimize loss
• Compromise Equal power with exclusive goals
Temporary solution to a complex issue
Tight time constraints
CHOOSING A STYLE
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 23/36
13-23
Stage IV: Behavior
• Where conflict becomes visible
• Are usually overt attempts to implement
each party’s intentions
• A dynamic process that moves along a
continuum of intensity
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 24/36
13-24
Stage V: Outcomes
• Functional Outcomes – Conflict is constructivewhen it: Improves the quality of decisions
Stimulates creativity and innovation
Encourages interest and curiosity among groupmembers
• Dysfunctional Outcomes – uncontrolledopposition breeds discontent, which acts todissolve common ties, and eventually leads tothe destruction of the group
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 25/36
13-25
Creating Functional Conflict
• Managers can reward
dissent and punish conflict
avoiders
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 26/36
Conflict Management Styles
Quiz
• None of these strategies is superior in and
of itself. How effective they are depends on
the context in which they are used.• Be sure to answer the questions indicating
how you would behave rather than how
you think you behave.
13-26
Conflict Management StylesQuiz
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 27/36
13-27
Negotiation
• Process in which two
or more parties
exchange goods or services and attempt to
agree on the exchange
rate for them
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 28/36
13-28
Bargaining Strategies
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 29/36
13-29
The Negotiation Process
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 30/36
13-30
Individual Differences in
Negotiation
• Personality
• Gender
• Cultural
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 31/36
13-31
Personality
• The best distributive bargainer appears to
be a disagreeable introvert
• Those who can check their egos at thedoor are able to negotiate better
agreements
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 32/36
13-32
Gender Differences
in Negotiation
• Men have been found to negotiate better
outcomes than women, although the
difference is relatively small• Women may unduly penalize themselves
by failing to engage in negotiations when
such action would be in their best interest
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 33/36
13-33
Cultural Differences in
Negotiations
• Cultural context significantly influences...
The amount and type of preparation for
bargaining The relative emphasis on task versus
interpersonal relationships
The tactics used Where the negotiation should be conducted
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 34/36
13-34
Implications for Managers:
Managing Conflict
• Competition
• Collaboration
• Avoidance
• Accommodation
• Compromise
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 35/36
13-35
Implications for Managers:
Improving Negotiation Skills
• Set Ambitious Goals
• Pay Little Attention to Initial Offers
• Research Your Opponent
• Address the Problem, Not the Personalities
• Be Creative and Emphasize Win-Win
Solutions
7/29/2019 17.01.13.CONFLICT & NEGOTIATIONS 2013b(1).ppt
http://slidepdf.com/reader/full/170113conflict-negotiations-2013b1ppt 36/36
13 36
Summary
1. Defined conflict
2. Differentiated between the traditional, human relations,and interactionist views of conflict
3. Contrasted task, relationship and process conflict4. Outlined the conflict process
5. Described the five conflict-handling intentions
6. Contrasted distributive and integrative bargaining
7. Identified the five steps in the negotiation process8. Described whether there are individual differences in
negotiator effectiveness