1. Conflict and Negotiation
Essentials of Organizational Behavior, 8/e
Stephen P. Robbins
Chapter 12
Conflict and Negotiation
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2. Conflict
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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3. Transitions in Conflict Thought
Traditional View
Human Relations View
Interactionist View
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4. Transitions in Conflict Thought
The Traditional View: Conflict is bad; synonymous with violence, destruction, and irrationality
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5. Transitions in Conflict Thought
The Human Relations View: Conflict is natural and inevitable; accept it
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6. Transitions in Conflict Thought
The Interactionist View: Conflict should be encouraged; keeps the group alive, self-critical, and creative
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7. Functional vs. Dysfunctional Conflict
Task conflict
Relationship conflict
Process conflict
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8. Task conflict relates to the content and goals of the work
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9. Relationship conflict focuses on interpersonal relationships
Process conflict relates to how the work gets done
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10. Conflict Process Potential opposition Cognition and Personalization
Behavior
Outcomes
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11. Conflict Process
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12. Stage I: Potential Opposition
Communication
Structure
Personal Variables
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13. Stage II: Cognition and Personalization
Potential for opposition becomes realized
When individuals become emotionally involved - parties experience anxiety, tension, frustration, or hostility
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14. Stage III: Behavior Competition Collaboration Avoidance Accommodation
Compromise
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15. Impact of National Culture
Uncertainty avoidance and achievement/nurturing rankings are fairly good predictors of which conflict styles are preferred in different countries
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16. Stage IV: Outcomes Functional Outcomes Dysfunctional Conflict
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17. Creating Functional Conflict
Managers can reward dissent and punish conflict avoiders
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18. Negotiation
Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
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19. Bargaining Strategies
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20. Distributive Bargaining
Negotiating over who gets what share of a fixed pie
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21. Integrative Bargaining
Operates under the assumption that one or more settlements exist that can create a win-win solution
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22. Issues in Negotiation Decision-making biases
Role of personality traits
Effects of gender and cultural differences on negotiating styles
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23. Decision-Making Biases
Irrational Escalation of Commitment
The Mythical Fixed Pie
Anchoring and Adjustments
Framing Negotiations
Availability of Information
Winner’s Curse
Overconfidence
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24. Role of Personality Traits
Evidence shows no significant direct effect on bargaining or negotiation outcomes
Concentrate on
The issues
The situational factors in each bargaining episode
Not your opponent and his or her characteristics
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25. Gender Differences in Negotiation
Men have been found to negotiate better outcomes than women
Women may unduly penalize themselves by failing to engage in negotiations when such action would be in their best interest
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26. 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
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27. Managing Conflict Competition Collaboration Avoidance Accommodation
Compromise
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28. Improving Negotiation Skills
Research Your Opponent
Begin with a Positive Overture
Address the Problem, Not the Personalities
Pay Little Attention to Initial Offers
Emphasize Win-win Solutions
Create an Open and Trusting Climate
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