Conflict and Negotiation Presentation

Conflict and Negotiation Presentation

• 1.
  Conflict and NegotiationManagement
• 2.
  After this talk,we would be able to: 1. Define conflict. 2. Differentiate between the traditional, human relations, and interactionist views of conflict. 3. Contrast task, relationship, and process conflict. 4. Outline the conflict process. 5. Describe the five conflict-handling intentions. 6. Contrast distributive and integrative bargaining. 14–1
• 3.
  7. Identify thefive steps in the negotiating process. 8. Describe cultural differences in negotiations. 14–2
• 4.
  Conflict • Conflict Defined – Is 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. • Is that point in an ongoing activity when an interaction “crosses over” to become an interparty conflict. – Encompasses a wide range of conflicts that people experience in organizations • Incompatibility of goals • Differences over interpretations of facts • Disagreements based on behavioral expectations 14–3
• 5.
  Transitions in ConflictThought Traditional View of Conflict The belief that all conflict is harmful and must be avoided. Causes: • Poor communication • Lack of openness • Failure to respond to employee needs
• 6.
  Transitions in ConflictThought (cont’d) Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group. Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. 14–5
• 7.
  Functional versus Dysfunctional Conflict Functional Conflict Conflict that supports the goals of the group and improves its performance. Dysfunctional Conflict Conflict that hinders group performance. 14–6
• 8.
  Types of Conflict TaskConflict Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how work gets done. 14–7
• 9.
  The Conflict Process 14–8
• 10.
  Stage I: PotentialOpposition 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 14–9
• 11.
  Stage II: Cognitionand Personalization Perceived Conflict Felt Conflict Awareness by one or more Emotional involvement in a parties of the existence of conflict creating anxiety, conditions that create tenseness, frustration, or opportunities for conflict to hostility. arise. Conflict Definition Negative Emotions Positive Feelings 14–10
• 12.
  Stage III: Intentions Intentions Decisionsto act in a given way. Cooperativeness: • Attempting to satisfy the other party’s concerns. Assertiveness: • Attempting to satisfy one’s own concerns. 14–11
• 13.
  Dimensions of Conflict-Handling Intentions E X H I B I T 14–2 © 2005 Prentice Hall Inc. All rights 14–12 reserved.
• 14.
  Stage III: Intentions(cont’d) Competing A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict. Collaborating A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. Avoiding The desire to withdraw from or suppress a conflict. 14–13
• 15.
  Stage III: Intentions(cont’d) Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own. Compromising A situation in which each party to a conflict is willing to give up something. 14–14
• 16.
  Stage IV: Behavior ConflictManagement The use of resolution and stimulation techniques to achieve the desired level of conflict. 14–15
• 17.
  Conflict-Intensity Continuum 14–16
• 18.
  Conflict Management Techniques ConflictResolution Techniques • Problem solving • Superordinate goals • Expansion of resources • Avoidance • Smoothing • Compromise • Authoritative command • Altering the human variable • Altering the structural variables 14–17
• 19.
  Conflict Management Techniques Conflict Resolution Techniques • Communication • Bringing in outsiders • Restructuring the organization • Appointing a devil’s advocate 14–18
• 20.
  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. 14–19
• 21.
  Stage V: Outcomes •Dysfunctional Outcomes from Conflict – Development of discontent – Reduced group effectiveness – Retarded communication – Reduced group cohesiveness – Infighting among group members overcomes group goals 14–20
• 22.
  Negotiation Negotiation A process inwhich two or more parties exchange goods or services and attempt to agree on the exchange rate for them. BATNA The Best Alternative To a Negotiated Agreement; the lowest acceptable value (outcome) to an individual for a negotiated agreement. 14–21
• 23.
  Bargaining Strategies Distributive Bargaining Negotiationthat seeks to divide up a fixed amount of resources; a win-lose situation. Integrative Bargaining Negotiation that seeks one or more settlements that can create a win-win solution. 14–22
• 24.
  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 14–23
• 25.
  Staking Out theBargaining Zone 14–24
• 26.
  The Negotiatio n Process 14–25
• 27.
  Issues in Negotiation •The Role of Personality Traits in Negotiation – Traits do not appear to have a significantly direct effect on the outcomes of either bargaining or negotiating processes. • Gender Differences in Negotiations – Women negotiate no differently from men, although men apparently negotiate slightly better outcomes. – Men and women with similar power bases use the same negotiating styles. – Women’s attitudes toward negotiation and their success as negotiators are less favorable than men’s. 14–26
• 28.
  Why American ManagersMight Have Trouble in Cross- Cultural Negotiations  Italians, Germans, and French don’t soften up executives with praise before 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 and Pakistani executives are used to interrupting one another. When Americans listen without asking for clarification or posing questions, Indians can feel the Americans aren’t paying attention.  Americans often mix their business and personal lives. They think nothing, 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 totally compartmentalized. 14–27
• 29.
  Third-Party Negotiations Mediator A neutralthird party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. Arbitrator A third party to a negotiation who has the authority to dictate an agreement. 14–28
• 30.
  Third-Party Negotiations (cont’d) Conciliator Atrusted third party who provides an informal communication link between the negotiator and the opponent. Consultant An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis. 14–29
• 31.
  Conflict and Unit Performance E X H I B I T 14–9 © 2005 Prentice Hall Inc. All rights 14–30 reserved.
• 32.
  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 organization’s welfare. • When you know you’re right. • Against people who take advantage of noncompetitive behavior. 14–31
• 33.
  Conflict-Handling Intention: Collaboration • 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. 14–32
• 34.
  Conflict-Handling Intention: Avoidance •When an issue is trivial, or more important issues are pressing. • 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 immediate decision. • When others can resolve the conflict effectively • When issues seem tangential or symptomatic of other issues. 14–33
• 35.
  Conflict-Handling Intention: Accommodation • When you find you’re 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 to yourself 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. 14–34
• 36.
  Conflict-Handling Intention: Compromise • When goals are important but not worth the effort of potential disruption of more assertive approaches. • When opponents with equal power are committed 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. 14–35