Course: MBASubject : Organization Behavior

Unit: 4

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 aboutThat point in an ongoing activity when an interaction

“crosses over” to become an interparty conflictEncompasses a wide range of conflicts that people

experience in organizationsIncompatibility of goalsDifferences over interpretations of factsDisagreements based on behavioral expectations

View of ConflictThe belief that all conflict is harmful and must be

avoided

Prevalent view in the 1930s-1940s

Conflict resulted from:Poor communication

Lack of openness

Failure to respond to employee needs

Resolution Focused View of ConflictThe belief that conflict is a natural and inevitable

outcome in any groupFocuses on productive conflict resolution

Interactionist View of ConflictThe belief that conflict is not only a positive force in a

group but that it is absolutely necessary for a group to perform effectively

Current view

Task ConflictConflicts over content and goals of the workLow-to-moderate levels of this type are

FUNCTIONAL

Relationship ConflictConflict based on interpersonal relationshipsAlmost always DYSFUNCTIONAL

Process ConflictConflict over how work gets doneLow levels of this type are FUNCTIONAL

We will focus on each step in a moment…

Communication Semantic difficulties, misunderstandings, over communication

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

Important stage for two reasons:

1. Conflict is defined Perceived Conflict

Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise

2. Emotions are expressed that have a strong impact on the eventual outcome

Felt ConflictEmotional involvement in a conflict creating anxiety, tenseness,

frustration, or hostility

IntentionsDecisions to act in a given wayNote: behavior does not always accurately reflect intent

Dimensions of conflict-handling intentions:Cooperativeness

Attempting to satisfy the other party’sconcerns

AssertivenessAttempting to satisfy

one’s own concerns

Conflict Management

The use of resolution and stimulation techniques to achieve the desired level of conflict

Conflict-Intensity Continuum

Conflict Resolution Techniques

Problem solvingSuperordinate goalsExpansion of resourcesAvoidanceSmoothingCompromiseAuthoritative commandAltering the human

variableAltering the structural

variables

Conflict Stimulation Techniques

Bringing in outsidersCommunicationRestructuring the

organizationAppointing a devil’s

advocate

Functional 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

Dysfunctional Development of discontent Reduced group effectiveness Retarded communication Reduced group cohesiveness Infighting among group

members overcomes group goals

Managing Functional Conflict Reward dissent and punish

conflict avoiders

Negotiation (Bargaining)A process in which two or more parties exchange goods

or services and attempt to agree on the exchange rate for them

Two General Approaches:Distributive Bargaining

Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation

Integrative BargainingNegotiation that seeks one or more settlements that can

create a win-win solution

Bargaining Characteristic Distributive Bargaining Integrative Bargaining

Goal Get all the pie you can Expand the pie

Motivation Win-Lose Win-Win

Focus Positions Interests

Information Sharing Low High

Duration of Relationships Short-Term Long-Term

Distributive

Integrative

Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), p. 280.

BATNA

The Best Alternative To a Negotiated Agreement

The lowest acceptable value (outcome) to an individual for a negotiated agreement

Personality TraitsExtroverts and agreeable people are weaker at

distributive negotiation; disagreeable introverts are bestIntelligence is a weak indicator of effectiveness

Mood and EmotionAbility to show anger helps in distributive bargainingPositive moods and emotions help integrative

bargainingGender

Men and women negotiate the same way, but may experience different outcomes

Four Basic Third-Party Roles Mediator

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives

ArbitratorA third party to a negotiation who has the authority to dictate an

agreement. Conciliator

A trusted third party who provides an informal communication link between the negotiator and the opponent

ConsultantAn impartial third party, skilled in conflict management, who

attempts to facilitate creative problem solving through communication and analysis

Conflict and CultureIndian and French managers view conflict differentlyIndian managers are more likely to use

accommodation and avoidance while French managers are likely to use competing tactics.

Cultural Differences in NegotiationsMultiple cross-cultural studies on negotiation styles,

for instance:American negotiators are more likely than Japanese

bargainers to make a first offerNorth Americans use facts to persuade; Arabs use

emotion; and Russians use asserted idealsBrazilians say “no” more often than Americans or

Japanese

Conflict can be constructive or destructive

Reduce excessive conflict by using:CompetitionCollaborationAvoidanceAccommodationCompromise

Integrative negotiation is a better long-term method