Conflicts & Negotiation

8/7/2019 Conflicts & Negotiation

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Conflict &

NegotiationAishvarya Chaudhary


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What is Conflict?

Disagreements exist in a social situation over issues

of substance.

Emotional antagonism cause frictions between

individuals or groups.

A process that begins when one party perceives

that another party has negatively affected, or is

about to negatively affect, something that the first

party cares about


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Transitions in Conflict Thought

Causes:

Poor communication

Lack of openness

Failure to respond toemployee needs

Causes:

Poor communication

Lack of openness

Failure to respond toemployee needs

Traditional View of Conflict

The belief that all conflict is harmful and must beavoided.


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Transitions in Conflict Thought

Human Relations View of Conflict

The belief that conflict is a natural and inevitableoutcome in any group.

Interactionist View of Conflict

The belief that conflict is not onlya positive force in a group but thatit is absolutely necessary for agroup to perform effectively.


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Functional versus Dysfunctional Conflict

Functional Conflict

Conflict that supports the goalsof the group and improves its

performance.

Dysfunctional Conflict

Conflict that hindersgroup performance.


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Types of Conflict

Task Conflict

Conflicts over content andgoals of the work.

Relationship Conflict

Conflict based oninterpersonal relationships.

Process Conflict

Conflict over how work gets done.


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The Conflict Process


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Stage I: Potential Opposition or

Incompatibility

Communication Semantic difficulties, misunderstandings, and noise

Structure Size and specialization of jobs

Jurisdictional clarity/ambiguity Member/goal incompatibility

Leadership styles (close or participative)

Reward systems (win-lose)

Dependence/interdependence of groups

Personal Variables Differing individual value systems

Personality types


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Stage II: Cognition and Personalization

Positive FeelingsPositive FeelingsNegative EmotionsNegative Emotions

Conflict DefinitionConflict Definition

Perceived ConflictAwareness by one or moreparties of the existence ofconditions that createopportunities for conflict toarise.

Felt ConflictEmotional involvement in aconflict creating anxiety,tenseness, frustration, orhostility.


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Stage III: Intentions

Cooperativeness:

Attempting to satisfy the other partys concerns.Assertiveness:

Attempting to satisfy ones own concerns.

Cooperativeness:

Attempting to satisfy the other partys concerns.Assertiveness:

Attempting to satisfy ones own concerns.

Intentions

Decisions to act in a given way.


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Dimensions of Conflict-Handling

Intentions


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Competing

Adesire to satisfy ones interests, regardless of theimpact on the other party to the conflict.

Collaborating

A situation in which the parties to a conflict eachdesire to satisfy fully the concerns of all parties.

Avoiding

The desire to withdraw from or suppress a conflict.


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Accommodating

The willingness of one party in a conflict to place theopponents interests above his or her own.

Compromising

A situation in which each party to a conflict iswilling to give up something.


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Stage IV: Behavior

Conflict Management

The use of resolution and stimulation techniques toachieve the desired level of conflict.


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Conflict-Intensity Continuum


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Conflict Management Techniques

Conflict Resolution Techniques

Problem solving

Communication

Superordinate goals

Expansion of resources

Avoidance

Smoothing

Compromise

Authoritative command

Altering the human variable

Altering the structural variables

Bringing in outsiders

Restructuring the organization

Appointing a devils advocate

Conflict Resolution Techniques

Problem solving

Communication

Superordinate goals

Expansion of resources

Avoidance

Smoothing

Compromise

Authoritative command

Altering the human variable

Altering the structural variables

Bringing in outsiders

Restructuring the organization

Appointing a devils advocate


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Stage V: Outcomes

Functional Outcomes from Conflict

Increased group performance

Improved quality of decisions

Stimulation of creativity and innovation Encouragement of interest and curiosity

Provision of a medium for problem-solving

Creation of an environment for self-evaluation and

change Creating Functional Conflict

Reward dissent and punish conflict avoiders.


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Stage V: Outcomes

Dysfunctional Outcomes from Conflict

Development of discontent

Reduced group effectiveness

Retarded communication

Reduced group cohesiveness

Infighting among group members overcomesgroup goals


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NegotiationNegotiation


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Negotiation

Negotiation

Aprocess in which two or more parties exchangegoods or services and attempt to agree on the

exchange rate for them.

BATNA

The BestAlternative To a

Negotiated Agreement; thelowest acceptable value(outcome) to an individualfor a negotiated agreement.


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Bargaining Strategies

Distributive Bargaining

Negotiation that seeks to divide up a fixed amountof resources; a win-lose situation.

Integrative Bargaining

Negotiation that seeks one or more settlements that

can create a win-win solution.


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Distributive Versus Integrative Bargaining

Bargaining Distributive Integrative

Characteristic Characteristic Characteristic

Available resources Fixed amount of Variable amount of

resources to be divided resources to be divided

Primary motivations I win, you lose I win, you win

Primary interests Opposed to each other Convergent or congruent

with each other

Focus of relationships Short term Long term


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Stakeing Out the Bargaining Zone


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The Negotiation Process


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Issues in Negotiation

The Role of Personality Traits in Negotiation

Traits do not appear to have a significantly direct effecton the outcomes of either bargaining or negotiatingprocesses.

Gender Differences in Negotiations

Women negotiate no differently from men, although menapparently negotiate slightly better outcomes.

Men and women with similar power bases use the same

negotiating styles. Womens attitudes toward negotiation and their success

as negotiators are less favorable than mens.


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Why American Managers Might Have Trouble in Cross-Cultural

Negotiations

Italians, Germans, and French dont soften up executives with praisebefore they criticize. Americans do, and to many Europeans this seems

manipulative. Israelis, accustomed to fast-paced meetings, have no

patience for American small talk.

British executives often complain that their U.S. counterparts chatter

too much. Indian executives are used to interrupting one another.When Americans listen without asking for clarification or posing

questions, Indians can feel the Americans arent paying attention.

Americans often mix their business and personal lives. They thinknothing, for instance, about asking a colleague a question like, How

was your weekend? In many cultures such a question is seen as

intrusive because business and private lives are totallycompartmentalized.


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Third-Party Negotiations

Mediator

Aneutral third party who facilitates a negotiatedsolution by using reasoning, persuasion, and

suggestions for alternatives.

Arbitrator

A third party to a negotiationwho has the authority todictate an agreement.


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Third-Party Negotiations

Consultant

An impartial third party, skilledin conflict management, whoattempts to facilitate creativeproblem solving throughcommunication and analysis.

Conciliator

A trusted third party who provides an informalcommunication link between the negotiator and the

opponent.


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Conflict

and Unit Performance


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Conflict-Handling Intention:

Competition

When quick, decisive action is vital (in

emergencies); on important issues.

Where unpopular actions need implementing

(in cost cutting, enforcing unpopular rules,

discipline).

On issues vital to the organizations welfare.

When you know youre right.

Against people who take advantage of

noncompetitive behavior.


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Collabor

ation To find an integrative solution when both sets

of concerns are too important to be

compromised.

When your objective is to learn.

To merge insights from people with different

perspectives.

To gain commitment by incorporating

concerns into a consensus.

To work through feelings that have interfered

with a relationship.


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Avoidance When an issue is trivial, or more important issues arepressing.

When you perceive no chance of satisfying your

concerns. When potential disruption outweighs the benefits of

resolution.

To let people cool down and regain perspective.

When gathering information supersedes immediatedecision.

When others can resolve the conflict effectively

When issues seem tangential or symptomatic of other

issues.


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Accommodation When you find youre wrong and to allow a better position to be heard.

To learn, and to show your reasonableness.

When issues are more important to others than toyourself and to satisfy others and maintain

cooperation.

To build social credits for later issues.

To minimize loss when outmatched and losing. When harmony and stability are especially

important.

To allow employees to develop by learning from

mistakes.


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Compr

omise When goals are important but not worth the

effort of potential disruption of more assertive

approaches.

When opponents with equal power arecommitted to mutually exclusive goals.

To achieve temporary settlements to complex

issues.

To arrive at expedient solutions under time

pressure.

As a backup when collaboration or

competition is unsuccessful.


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Conflicts & Negotiation

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