Organizational Behavior: Conflict and Negotiation

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Conflict
Conflict: The process in which one party perceives that its interests
are being opposed or negatively affected by another party.

Functional (Constructive) conflict serves the

organization s interests while

dysfunctional conflict threatens

the organization s interests.
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Browns Conflict Continuum

Positive

Outcomes

Neutral

Appropriate Conflict

Negative

Too Little Conflict Low Moderate Intensity

Too Much Conflict Highe

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Traditional

Transitions in Conflict Thought

Human Relations

Interactionist
Gholipour A. 2006. Organizational Behavior. University of Tehran.

The Conflict Process

Perceived Conflict Sources of Conflict Felt Conflict Manifest Conflict Conflict Outcomes

Gholipour A. 2006. Organizational Behavior. University of Tehran.

A Conflict Model (Figure 10-8)

Aftermath of Preceding Episode Latent Conflict Organizational and ExtraOrganizational Tensions Conflict Resolution Mechanisms Felt Conflict Environmental Effects AttentionFocus and Diversion Mechanisms Strategic Considerations

Perceived Conflict

Manifest Conflict

Conflict Aftermath
Gholipour A. 2006. Organizational Behavior. University of Tehran.

A Conflict Model
Latent Conflict. Latent conflict is essentially conflict waiting to happen. Felt Conflict. Felt conflict is experienced as discomfort and tension. Perceived Conflict. Perceived conflict is the awareness that we are in a conflict situation. Manifest Conflict. After conflict is perceived and felt, it may or may not become open, or manifest. Conflict Aftermath. Conflict is likely to breed more conflict and, when it does, that conflict is likely to take on a life of its own.
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Desired Outcomes of Conflict

Agreement: Strive for equitable and fair agreements that
last.

Stronger relationships: Build bridges of goodwill and

trust for the future.

Learning: Greater self-awareness and creative problem

solving.

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Types of Conflict
 Line Staff Conflict  Intrapersonal Conflict Approach-Approach ApproachApproach - Avoidance Avoidance Avoidance     Interpersonal Conflict Intergroup Conflict Cross Cultural Conflict

Task Conflict

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Antecedents of Conflict
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. Incompatible personalities or value systems. Overlapping or unclear job boundaries. Competition for limited resources. Interdepartment /intergroup competition. Inadequate communication. Interdependent tasks. Organizational complexity. Unreasonable or unclear policies, standards, or rules. Unreasonable deadlines or extreme time pressure. Collective decision making. Decision making by consensus. Unmet expectations. Unresolved or suppressed conflict.
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Sources of Conflict
Goal Incompatibility Different Values and Beliefs

Goals conflict with goals of others Different beliefs due to unique background, experience, training Caused by specialized tasks, careers Explains misunderstanding in crosscultural and merger relations

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Sources of Conflict
Goal Incompatibility Different Values and Beliefs Task Interdependence

Three levels of interdependence

Pooled
A Resource B C

Sequential
A B C

Reciprocal
B

A C

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Sources of Conflict
Goal Incompatibility Different Values and Beliefs Task Interdependence Scarce Resources Ambiguity

Increases competition for resources to fulfill goals Lack of rules guiding relations Encourages political tactics

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Sources of Conflict
Goal Incompatibility Different Values and Beliefs Task Interdependence Scarce Resources Ambiguity Communication Problems

Lack of opportunity
--reliance on stereotypes

Lack of ability
-- arrogant communication heightens conflict perception

Lack of motivation
-- conflict causes lower motivation to communicate, increases stereotyping

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Conflict Management Styles: Orientations

Win-win orientation
You believe parties will find a mutually beneficial solution to their disagreement

Win-lose orientation
You believe that the more one party receives, the less the other receives Tends to escalate conflict, use of power/politics

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Tips for Managers Whose Employees Are Having a Personality Conflict

1. Follow company policies for diversity, antidiscrimination, and sexual harassment. 2. Investigate and document conflict. 3. If appropriate, take corrective action (e.g., feedback or B Mod). 4. If necessary, attempt informal dispute resolution. 5. Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Minimizing Inter-group Conflict: An InterUpdated Contact Model

Level of perceived InterInter-group conflict tends to increase when:
Conflict within the group is high There are negative interactions between groups (or between members of those groups) Influential third-party gossip about other group is negative

Recommended actions:
Work to eliminate specific negative interactions between groups (and members). Conduct team building to reduce intragroup conflict and prepare employees for cross-functional teamwork. Encourage personal friendships and good working relationships across groups and departments. Foster positive attitudes toward members of other groups (empathy, compassion, sympathy). Avoid or neutralize negative gossip across groups or departments.

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Skills and Best Practices: How to Build CrossCross-Cultural Relationships

Behavior Be a good listener Be sensitive to the needs of others Be cooperative, rather than overly competitive Advocate inclusive (participative) leadership Compromise rather than dominate Build rapport through conversations Be compassionate and understanding Avoid conflict by emphasizing harmony Nurture others (develop and mentor)
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Rank 1 2 2 3 4 5 6 7 8

Tie

Stimulating Functional Conflict

Devil,s Advocacy

Dialectic Method

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Conflict Management Styles

Concern for Others High
Integrating Obliging

Compromising

Low

Dominating

Avoiding

High Concern for Self

Low

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Conflict Management Styles

Competing. Involves trying to win at the other partys expense. Generally leads to antagonism and festering resentment. Avoiding. Attempts to avoid or smooth over conflict situations. Generally unproductive. Accommodating. Involves acceding completely to the other partys wishes or at least cooperating with little or no attention to ones own interests. Compromising. Involves an attempt to find a satisfactory middle ground (split the difference) Collaborating. This problem-solving style is mutually beneficial. Requires trust, open sharing of information, and creativity.
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Fitting Conflict Style to the Situation

Conflict Style Competing Avoiding Accommodating Compromising Appropriate Situation
Time is short and we're sure we're correct. The other party would take advantage of a collaborative approach.

The conflict is trivial. We need a temporary, cooling-off tactic. The other party has great power. The issue isn't important to us. There is little chance of agreement, both parties have equal power, and there are time constraints. This is the "ideal" style to be sought unless the parties to conflict have perfectly opposing interests.

Collaborating

Gholipour A. 2006. Organizational Behavior. University of Tehran.

View of Ethics in Conflict Management

Utilitarian Golden Rule Kantian/ Rights Enlightened Self Interest Justice Approach
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Conflict Premises
Conflict and disagreement are normal in human relationships. Conflict may be good. The way in which conflict is framed may influence its nature and outcomes. Relationship/task Emotional/intellectual Cooperate/win A mutually acceptable solution can often be found. Any of the parties to conflict can contribute to its resolution by taking personal responsibility and initiating communications. Trusting behavior can evoke trusting behavior. Consensus and synergy are likely only when people choose to cooperate in a win-win relationship rather than compete. Some conflicts may never be resolved because of fear, rigidity, intolerance, paranoia, or other emotional impairment.
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Approaches to Conflict Resolution

Focus on Larger Goals Bring Parties Together to Foster Understanding and Cooperation Separate Conflicting Parties Improve Communications Clarify Job Responsibilities Develop Employees Negotiating Skills

Reduced Conflict

Use Third Parties as Mediators

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Communication Guidelines to Build More Productive Relationships

1. Be honest; say whats on your mind now. Be open. 2. Be specific; provide examples. 3. Dont use the words never and always. 4. Listen in depth; reflect and paraphrase what you hear. 5. Ask questions to clarify the meaning of what the other person is saying. 6. Focus on behavior that the other person controls. 7. Maintain good eye contact. 8. Focus on only one specific issue or behavior at a time. 9. Dont interrupt. 10. Stay there. Dont walk away mentally, emotionally, physically, or psychologically. 11. Be direct and tactful. 12. Use I statements rather than you statements (e.g., When this happens, I feel rather than When you do this, it makes me feel ). 13. Dont attack the other person by ridiculing, taunting, or otherwise being rude and hostile. 14. Dont defend yourself by blaming others, avoiding, or withdrawing.
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Negotiating
Negotiation: A give-and-take decision-making process
involving interdependent parties with different preferences.

Distributive negotiation: Single issue; fixed-pie; win-lose. Integrative negotiation: More than one issue; win-win.

Gholipour A. 2006. Organizational Behavior. University of Tehran.

The Two Types of Bargaining Strategies

Bargaining Characteristics
Available Resources Primary Motivations Primary Interests Focus of Relationships

Distributive Bargaining
Fixed Amount I Win, You Lose Opposed Short-Term

Integrative Bargaining
Variable Amount I Win, You Win Congruent Long-Term

Gholipour A. 2006. Organizational Behavior. University of Tehran.

An Integrative Approach: AddedAdded-Value Negotiation

Clarify interests. Identify options. Design alternative deal packages. Select a deal. Perfect the deal.
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Situational Influences on Negotiation

Location Physical Setting Time Investment and Deadlines Audience
.

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Bargaining Zone Model

Your Positions
Initial Target Resistance

Area of Potential Agreement

Resistance

Target

Initial

Opponents Positions

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Decision-Making Biases That Impede Negotiations

Escalation of commitment The mythical fixed pie Anchoring and adjustments Framing negotiations Availability of information The winners curse Overconfidence
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Effective Negotiator Behaviours

Plan and Set Goals Gather Information Communicate Effectively Make Appropriate Concessions
..

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Improving Negotiation Skills

Research your opponent Begin with a positive overture Address problems, not personalities Pay little attention to initial offers Emphasize win-win solutions Create an open, trusting climate
Gholipour A. 2006. Organizational Behavior. University of Tehran.

Third

Party Negotiations

Mediator Arbitrator Conciliator Consultant

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Alternative Dispute Resolution (ADR) Techniques

Facilitation: Third party gets disputants to deal directly and constructively
with each other.

Conciliation: Neutral third party acts as communication link between

disputants.

Peer review: Impartial co-workers hear both sides and render decision that
may or may not be binding.

Ombudsman: Respected and trusted member of the organization hears Ombudsman:

grievances confidentially.

Mediation: Mediation: Trained third-party guides disputants toward their own solution. Arbitration: Neutral third-party hears both sides in a court-like setting and
renders a binding decision.

Gholipour A. 2006. Organizational Behavior. University of Tehran.

Unethical Negotiating Tactics

1. Lies 2. Puffery 3. Deception 4. Weakening The Opponent 5. Strengthening One s Own Position 6. Information Exploitation 7. Nondisclosure 8. Change of Mind 9. Distraction 10. Maximization
Gholipour A. 2006. Organizational Behavior. University of Tehran.