Welcome to this Organizational Behavior course that uses the 16th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered.

Welcome to this Organizational Behavior course that uses the 16th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered among the most widely used OB textbooks in the world. Robbins and Judge are recognized as definitive aggregators of OB concepts, applications, and practices. The course and this book will provide you with a resource that will benefit you throughout your degree program and your professional life.

Chapter 14: Conflict and Negotiation

Learning Objectives After studying this chapter, you should be able to: Differentiate between the traditional and interactionist views of conflict. Describe the three types of conflict and the two loci of conflict. Outline the conflict process. Contrast distributive and integrative bargaining. Apply the five steps of the negotiation process. Show how individual differences influence negotiations. Assess the roles and functions of third-party negotiations. We begin this chapter with the learning objectives. After studying this chapter, you should be able to: Differentiate between the traditional and interactionist views of conflict. Describe the three types of conflict and the two loci of conflict. Outline the conflict process. Contrast distributive and integrative bargaining. Apply the five steps of the negotiation process. Show how individual differences influence negotiations. Assess the roles and functions of third-party negotiations.

LO 1 Differentiate Between the Traditional and Interactionist Views of Conflict Conflict – 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. If no one is aware of a conflict, then it is generally agreed no conflict exists. Also needed to begin the conflict process are opposition or incompatibility and interaction. In this book, we define conflict as 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. There has been no shortage of definitions of conflict, but common to most is the idea that conflict is a perception. If no one is aware of a conflict, then it is generally agreed no conflict exists. Also needed to begin the conflict process are opposition or incompatibility and interaction. 1

LO 1 Differentiate Between the Traditional and Interactionist Views of Conflict The Traditional View of Conflict The traditional view of conflict – conflict was a dysfunctional outcome resulting from poor communication, a lack of openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employees. Assumed all conflict was bad and to be avoided. Viewed negatively and discussed with such terms violence, destruction, and irrationality. The traditional view of conflict was consistent with attitudes about group behavior that prevailed in the 1930s and 1940s, and it assumed all conflict was bad and to be avoided. Conflict was a dysfunctional outcome resulting from poor communication, a lack of openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employees. It was discussed with such terms as violence, destruction, and irrationality to reinforce its negative connotation. The view that all conflict is bad certainly offers a simple approach to looking at the behavior of people who create conflict. We need merely direct our attention to the causes of conflict and correct those malfunctions to improve group and organizational performance. 1

LO 1 Differentiate Between the Traditional and Interactionist Views of Conflict The Interactionist View of Conflict According to the interactionist view of conflict a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and unresponsive to needs for change and innovation. But not all conflicts are good. Functional conflict supports goals. Conflicts that hinder group performance are dysfunctional or destructive forms of conflict. The interactionist view of conflict encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and unresponsive to needs for change and innovation. Not all conflicts are good, though. Functional forms of conflict support the goals of the group and improve its performance, while conflicts that hinder group performance are dysfunctional or destructive forms of conflict. 1

Describe the Three Types of Conflict and the Three Loci of Conflict
Researchers have classified conflicts into three categories: Task conflict relates to the content and goals of the work. Relationship conflict focuses on interpersonal relationships. Process conflict is about how the work gets done. Researchers have classified conflicts into three categories: task, relationship, or process. Task conflict relates to the content and goals of the work. Relationship conflict focuses on interpersonal relationships. Process conflict is about how the work gets done. Studies demonstrate that relationship conflicts, at least in work settings, are almost always dysfunctional. It appears that the friction and interpersonal hostilities inherent in relationship conflicts increase personality clashes and decrease mutual understanding, which hinders the completion of organizational tasks. Of the three types, relationship conflicts also appear to be the most psychologically exhausting to individuals. While scholars agree that relationship conflict is dysfunctional, there is considerably less agreement as to whether task and process conflicts are functional. 1

Describe the Three Types of Conflict and the Three Loci of Conflict
Another way to understand conflict is to consider its locus, or where the conflict occurs. There are three basic types: Dyadic conflict is conflict between two people. Intragroup conflict occurs within a group or team. Intergroup conflict is conflict between groups or teams. Another way to understand conflict is to consider its locus, or where the conflict occurs. Here, too, there are three basic types: dyadic conflict is conflict between two people; intragroup conflict occurs within a group or team; and intergroup conflict is conflict between groups or teams. Nearly all the literature on task, relationship, and process conflict considers intragroup conflict (within the group). That makes sense given that groups and teams often exist only to perform a particular task. However, it doesn’t necessarily tell us about the other loci of conflict. Another intriguing question about loci is whether conflicts interact or buffer one another. Intense intergroup conflict can be quite stressful to group members and might well affect the way they interact. Thus, understanding functional and dysfunctional conflict requires not only that we identify the type of conflict; we also need to know where it occurs. In sum, the traditional view that all conflict should be eliminated is short-sighted. The interactionist view that conflict can stimulate active discussion without spilling over into negative, disruptive emotions is incomplete. Thinking about conflict in terms of type and locus helps us realize that it is probably inevitable in most organizations, and when it does occur, we can attempt to make it as productive as possible. 1

Outline the Conflict Process
LO 3 Outline the Conflict Process The conflict process has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes. As shown in Exhibit 14-1, in Stage I, potential opposition or incompatibility is present. Here, communication as a source of conflict represents those opposing forces that arise from semantic difficulties, misunderstandings, and “noise” in the communication channels. The potential for conflict increases when either too little or too much communication takes place. The term structure includes variables such as size, degree of specialization, jurisdictional clarity, member-goal compatibility, leadership styles, reward systems, and the degree of dependence. Personal variables include personality, emotions, and values. People high in the personality traits of disagreeableness, neuroticism, or self-monitoring are prone to tangle with other people more often, and to react poorly when conflicts occur. Emotions can also cause conflict even when they are not directed at others. In Stage II, the potential for opposition or incompatibility becomes actualized. Because a disagreement is a perceived conflict, however, does not mean it is personalized. It is at the felt conflict level, when individuals become emotionally involved, that they experience anxiety, tension, frustration, or hostility. Stage II is important for two reasons: because it’s where conflict issues tend to be defined, where the parties decide what the conflict is about; and because emotions play a major role in shaping perceptions and therefore our reactions to the conflict. 1

LO 3 Outline the Conflict Process Stage III involves intentions, or decisions to act in a given way that intervene between people’s perceptions and emotions and their overt behavior. Why are intentions separated out as a distinct stage? Merely one party attributing the wrong intentions to the other escalates a lot of conflicts. One author’s effort to identify the primary conflict-handling intentions is represented in Exhibit 14–2 along two dimensions. First is cooperativeness or the degree to which one party attempts to satisfy the other party’s concerns. Second is assertiveness, which is the degree to which one party attempts to satisfy his or her own concerns. Five conflict-handling intentions can be identified: competing, collaborating, avoiding, accommodating, and compromising. Keep in mind that intentions are not always fixed. They might change because of reconceptualization or because of an emotional reaction. However, individuals have preferences among the five conflict-handling intentions. We can predict a person’s intentions rather well from a combination of intellectual and personality characteristics. 1

LO 3 Outline the Conflict Process Stage IV is where conflicts become visible. The behavior stage includes the statements, actions, and reactions made by the conflicting parties. These conflict behaviors are usually overt attempts to implement each party’s intentions. At the lower part of the continuum, conflicts are characterized by subtle, indirect, and highly controlled forms of tension. Conflict intensities escalate as they move upward along the continuum until they become highly destructive. If a conflict is dysfunctional, what can the parties do to de-escalate it? Or, conversely, what options exist if conflict is too low and needs to be increased? 1

LO 3 Outline the Conflict Process This brings us to techniques of conflict management. Exhibit 14-4 lists the major resolution and stimulation techniques that allow managers to control conflict levels. Under ideal conditions, a person’s intentions should translate into comparable behaviors. 1

LO 3 Outline the Conflict Process Stage V: Outcomes Conflict can be functional or dysfunctional. Conflict is constructive when it… Improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity, provides the medium through which problems can be aired and tensions released, and fosters an environment of self-evaluation and change. Conflict is destructive when it… Breeds discontent, reduces group effectiveness, and threatens the group’s survival. Outcomes, which is Stage V of Exhibit 14-1, may be functional, that is, improving group performance, or dysfunctional in hindering it. Conflict is constructive when it improves the quality of decisions, when it stimulates creativity and innovation, when it encourages interest and curiosity, when it provides the medium through which problems can be aired and tensions released, and when it fosters an environment of self-evaluation and change. Conflict can improve the quality of decision making. Conflict is an antidote for groupthink. Conflict challenges the status quo, furthers the creation of new ideas, promotes reassessment of group goals and activities, and increases the probability that the group will respond to change. Research studies in diverse settings confirm the functionality of discussion. The destructive consequences of conflict on the performance of a group or an organization are generally well known: Uncontrolled opposition breeds discontent, which acts to dissolve common ties and eventually leads to the destruction of the group. And, of course, a substantial body of literature documents how dysfunctional conflicts can reduce group effectiveness. Among the undesirable consequences are poor communication, reductions in group cohesiveness, and subordination of group goals to the primacy of infighting among members. All forms of conflict—even the functional varieties—appear to reduce group member satisfaction and trust. When active discussions turn into open conflicts between members, information sharing between members decreases significantly. At the extreme, conflict can bring group functioning to a halt and threaten the group’s survival. 1

LO 3 Outline the Conflict Process Managing Functional Conflict One of the keys to minimizing counterproductive conflicts is recognizing when there really is a disagreement. Many apparent conflicts are due to people using different language to discuss the same general course of action. Successful conflict management recognizes these different approaches. Attempts to resolve them by encouraging open, frank discussion focused on interests rather than issues. Managing functional conflict isn’t easy. But, if managers recognize that in some situations conflict can be beneficial, what can they do to manage conflict effectively in their organizations? One of the keys to minimizing counterproductive conflicts is recognizing when there really is a disagreement. Many apparent conflicts are due to people using different language to discuss the same general course of action. For example, someone in marketing might focus on "distribution problems,” while someone from operations will talk about “supply chain management” to describe essentially the same issue. Successful conflict management recognizes these different approaches and attempts to resolve them by encouraging open, frank discussion focused on interests rather than issues (we’ll have more to say about this when we contrast distributive and integrative bargaining styles). 1

LO 3 Outline the Conflict Process Groups that resolve conflicts successfully discuss differences of opinion openly. The most disruptive conflicts are those that are never addressed directly. Managers need to emphasize shared interests in resolving conflicts. Groups with cooperative conflict styles and an underlying identification to group goals are more effective than groups with a more competitive style. Groups that resolve conflicts successfully discuss differences of opinion openly and are prepared to manage conflict when it arises. The most disruptive conflicts are those that are never addressed directly. An open discussion makes it much easier to develop a shared perception of the problems at hand; it also allows groups to work toward a mutually acceptable solution. Managers need to emphasize shared interests in resolving conflicts, so groups that disagree with one another don’t become too entrenched in their points of view and start to take the conflicts personally. Groups with cooperative conflict styles and a strong underlying identification to the overall group goals are more effective than groups with a more competitive style. 1

LO 3 Outline the Conflict Process Differences across countries in conflict resolution strategies may be based on collectivistic tendencies and motives. Collectivist cultures see people as deeply embedded in social situations. They will avoid direct expression of conflicts, preferring indirect methods for resolving differences of opinion. Differences across countries in conflict resolution strategies may be based on collectivistic tendencies and motives. Collectivist cultures see people as deeply embedded in social situations, whereas individualist cultures see them as autonomous. As a result, collectivists are more likely to seek to preserve relationships and promote the good of the group as a whole. They will avoid direct expression of conflicts, preferring indirect methods for resolving differences of opinion. Collectivists may also be more interested in demonstrations of concern and working through third parties to resolve disputes, whereas individualists will be more likely to confront differences of opinion directly and openly. Some research does support this theory. Compared to collectivist Japanese negotiators, their more individualist U.S. counterparts are more likely to see offers from their counterparts as unfair and to reject them. Another study revealed that whereas U.S. managers were more likely to use competing tactics in the face of conflicts, compromising and avoiding are the most preferred methods of conflict management in China. Interview data, however, suggests top management teams in Chinese high-technology firms prefer collaboration even more than compromising and avoiding. 1

Contrast Distributive and Integrative Bargaining
LO 4 Contrast Distributive and Integrative Bargaining Negotiation is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them. We use the terms negotiation and bargaining interchangeably. Negotiation is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them. We use the terms negotiation and bargaining interchangeably. Although we commonly think of the outcomes of negotiation in one-shot economic terms, every negotiation in organizations also affects the relationship between the negotiators and the way the negotiators feel about themselves. Depending on how much the parties are going to interact with one another, sometimes maintaining the social relationship and behaving ethically will be just as important as achieving an immediate outcome of bargaining. 1

LO 4 Contrast Distributive and Integrative Bargaining An example of distributive bargaining is buying a car. You go out to see the car. It is great and you want it. The owner tells you the asking price. You do not want to pay that much. The two of you then negotiate over the price. The most identifying feature of distributive bargaining is that it operates under zero-sum conditions. Exhibit 14-5 shows that the essence of distributive bargaining is negotiating over who gets what share of a fixed pie. By fixed pie, we mean a set amount of goods or services to be divvied up. When the pie is fixed, or the parties believe it is, they tend to bargain distributively. In contrast to distributive bargaining, integrative bargaining assumes that one or more of the possible settlements can create a win–win solution. Integrative bargaining is preferable to distributive bargaining because the former builds long-term relationships. Integrative bargaining bonds negotiators and allows them to leave the bargaining table feeling they have achieved a victory. Distributive bargaining, however, leaves one party a loser. It tends to build animosity and deepen divisions when people have to work together on an ongoing basis. 1

LO 4 Contrast Distributive and Integrative Bargaining Research shows that when you’re engaged in distributive bargaining, one of the best things you can do is make the first offer, and make it an aggressive one. Shows power. Establishes an anchoring bias. Another distributive bargaining tactic is revealing a deadline. When engaged in distributive bargaining, research consistently shows one of the best things you can do is make the first offer, and make it an aggressive one. One reason for this is that making the first offer shows power; individuals in power are much more likely to make initial offers, speak first at meetings, and thereby gain the advantage. Another reason, the anchoring bias, was mentioned in Chapter 6. People tend to fixate on initial information. A savvy negotiator sets an anchor with the initial offer, and scores of negotiation studies show that such anchors greatly favor the person who sets it. Another distributive bargaining tactic is revealing a deadline. Negotiators who reveal deadlines speed concessions from their negotiating counterparts, making them reconsider their position. And although negotiators don’t think this tactic works, in reality, negotiators who reveal deadlines do better. 1

LO 4 Contrast Distributive and Integrative Bargaining Why don’t we see more integrative bargaining in organizations? The answer lies in the conditions necessary for this type of negotiation to succeed. Parties who are open with information and candid about their concerns. A sensitivity by both parties to the other’s needs. The ability to trust one another. A willingness by both parties to maintain flexibility. These conditions seldom exist in organizations. Why don’t we see more integrative bargaining in organizations? The answer lies in the conditions necessary for this type of negotiation to succeed, including: parties who are open with information and candid about their concerns; a sensitivity by both parties to the other’s needs; the ability to trust one another; and a willingness by both parties to maintain flexibility. These conditions don’t exist in most organizations. 1

LO 4 Contrast Distributive and Integrative Bargaining Compromise might be your worst enemy in negotiating a win-win agreement. The reason is that compromising reduces the pressure to bargain integratively. Finally, you should realize that compromise might be your worst enemy in negotiating a win-win agreement. The reason is that compromising reduces the pressure to bargain integratively. After all, if you or your opponent caves in easily, it doesn’t require anyone to be creative to reach a settlement. Thus, people end up settling for less than they could have obtained if they had been forced to consider the other party’s interests, trade off issues, and be creative. 1

Apply the Five Steps of the Negotiation Process
LO 5 Apply the Five Steps of the Negotiation Process Exhibit 14-7 shows a simplified model of the negotiation process as made up of five steps: (1) preparation and planning, (2) definition of ground rules, (3) clarification and justification, (4) bargaining and problem solving, and (5) closure and implementation. When it comes to preparation and planning, first, do your homework. What is the nature of the conflict? What is the history leading up to this negotiation? Who is involved, and what are their perceptions of the conflict? What do you want from the negotiation? What are your goals? You also want to assess what you think are the other party’s goals. Once you have gathered your information, use it to develop a strategy. Determine your and the other side’s Best Alternative To a Negotiated Agreement, or BATNA. Your BATNA determines the lowest value acceptable to you for a negotiated agreement. Any offer you receive that is higher than your BATNA is better than an impasse. Next, define the ground rules. Who will do the negotiating? Where will it take place? What time constraints, if any, will apply? To what issues will negotiation be limited? Will there be a specific procedure to follow if an impasse is reached? During this phase, the parties will also exchange their initial proposals or demands. When initial positions have been exchanged, explain, amplify, clarify, bolster, and justify your original demands. This need not be confrontational. You might want to provide the other party with any documentation that helps support your position. The essence of the negotiation process takes place in the bargaining and problem solving phase. This is the actual give-and-take in trying to hash out an agreement. Concessions will undoubtedly need to be made by both parties. The final step is formalizing the agreement that has been worked out and developing any procedures that are necessary for implementation and monitoring. Major negotiations will require hammering out the specifics in a formal contract. For most cases, however, closure of the negotiation process is nothing more formal than a handshake. 1

Show How Individual Differences Influence Negotiations
LO 6 Show How Individual Differences Influence Negotiations Personality Traits in Negotiation Can you predict an opponent’s negotiating tactics if you know something about his/her personality? The evidence says “sort of.” Moods/Emotions in Negotiation Influence negotiation, but the way they do appears to depend on the type of negotiation. Can you predict an opponent’s negotiating tactics if you know something about his or her personality? The evidence says “sort of.” It suggests that overall agreeableness is weakly related to negotiation outcomes. Why is this the case? Because the degree to which agreeableness, and personality more generally, affects negotiation outcomes depends on the situation. The importance of being extraverted in negotiations, for example, will very much depend on how the other party reacts to someone who is assertive and enthusiastic. Research also suggests intelligence predicts negotiation effectiveness, but, as with personality, the effects aren’t especially strong. Moods and emotions influence negotiation, but the way they do appears to depend on the type of negotiation. It appears that negotiators in a position of power or equal status who show anger negotiate better outcomes because their anger induces concessions from their opponents. Anxiety also appears to have an impact on negotiation. For example, one study found that individuals who experienced more anxiety about a negotiation used more deceptions in dealing with others. Another study found that anxious negotiators expect lower outcomes from negotiations, respond to offers more quickly, and exit the bargaining process more quickly, which leads them to obtain worse outcomes. 1

LO 6 Show How Individual Differences Influence Negotiations Culture in Negotiations Do people from different cultures negotiate differently? Yes, they do. People generally negotiate more effectively within cultures than between them. In cross-cultural negotiations, it is especially important that the negotiators be high in openness. Negotiators need to be especially aware of the emotional dynamics in cross-cultural negotiation. Do people from different cultures negotiate differently? The simple answer is the obvious one: yes, they do. First, it appears that people generally negotiate more effectively within cultures than between them. For example, a Colombian is apt to do better negotiating with a Colombian than with a Sri Lankan. Second, it appears that in cross-cultural negotiations, it is especially important that the negotiators be high in openness. Finally, because emotions are culturally sensitive, negotiators need to be especially aware of the emotional dynamics in cross-cultural negotiation. 1

LO 6 Show How Individual Differences Influence Negotiations Gender Differences in Negotiations Men and women negotiate differently and these differences affect outcomes. There is some merit to the popular stereotype that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men. These gender differences can be lessened at both the organizational and individual level. Men and women negotiate differently and these differences affect outcomes. A popular stereotype is that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men. There is some merit to this. Men tend to place a higher value on status, power, and recognition, whereas women tend to place a higher value on compassion and altruism. Moreover, women do tend to value relationship outcomes more than men, and men tend to value economic outcomes more than women. These differences affect both negotiation behavior and negotiation outcomes. Compared to men, women tend to behave in a less assertive, less self-interested, and more accommodating manner. However, the disparity goes even further than that. Because of the way women approach negotiation, other negotiators seek to exploit female negotiators by, for example, making lower salary offers. So what can be done to change this troublesome state of affairs? First, organizational culture plays a role here. If an organization, even unwittingly, encourages a predominantly competitive model for negotiators, this will tend to increase gender-stereotypic behaviors (men negotiating competitively, women negotiating cooperatively), and it will also increase backlash when women go against stereotype. Second, at an individual level, women cannot directly control male stereotypes of women. Fortunately, such stereotypes are fading. However, women can control their own negotiating behavior. 1

Assess the Roles and Functions of Third-party Negotiations
LO 7 Assess the Roles and Functions of Third-party Negotiations When individuals or group representatives reach a stalemate and are unable to resolve their differences through direct negotiations, they may turn to a third party. A mediator An arbitrator A conciliator When individuals or group representatives reach a stalemate and are unable to resolve their differences through direct negotiations, they may turn to a third party. A mediator is a neutral third party who facilitates a negotiated solution by using reasoning and persuasion, suggesting alternatives, and the like. They are widely used in labor-management negotiations and in civil court disputes. Their settlement rate is approximately 60%, with negotiator satisfaction at about 75%. The key to success—the conflicting parties must be motivated to bargain and resolve their conflict, intensity cannot be too high, and the mediator must be perceived as neutral and non-coercive. An arbitrator is a third party with the authority to dictate an agreement. It can be voluntary (requested) or compulsory (forced on the parties by law or contract). The big plus of arbitration over mediation is that it always results in a settlement. A conciliator is a trusted third party who provides an informal communication link among parties. This role was made famous by Robert Duval in the first Godfather film. Comparing its effectiveness to mediation has proven difficult. Conciliators engage in fact finding, interpreting messages, and persuading disputants to develop agreements.

Implications for Managers
While many people assume conflict lowers group and organizational performance, this assumption is frequently incorrect. Conflict can be either constructive or destructive to the functioning of a group or unit. As shown in Exhibit 14-8, levels of conflict can be either too high or too low to be constructive. Either extreme hinders performance. An optimal level is one that prevents stagnation, stimulates creativity, allows tensions to be released, and initiates the seeds of change without being disruptive or preventing coordination of activities. 1

Choose an authoritarian management style in emergencies, when unpopular actions need to be implemented, and when the issue is vital to the organization’s welfare. Be certain to communicate your logic when possible to make certain employees remain engaged and productive. Seek integrative solutions when your objective is to learn, when you want to merge insights from people with different perspectives, when you need to gain commitment by incorporating concerns into a consensus, and when you need to work through feelings that have interfered with a relationship. The implications for managers are as follows: As Exhibit 14-8 suggests, choose an authoritarian management style in emergencies, when unpopular actions need to be implemented (such as cost cutting, enforcement of unpopular rules, discipline), and when the issue is vital to the organization’s welfare. Be certain to communicate your logic when possible to make certain employees remain engaged and productive. Seek integrative solutions when your objective is to learn, when you want to merge insights from people with different perspectives, when you need to gain commitment by incorporating concerns into a consensus, and when you need to work through feelings that have interfered with a relation-ship. 1

Avoid an issue when it is trivial or symptomatic of other issues, when more important issues are pressing, when you perceive no chance of satisfying everyone’s concerns, when people need to cool down and regain perspective, when gathering information, and when others can resolve the conflict more effectively. Build trust by accommodating others when you find you’re wrong, when you need to demonstrate reasonableness, when other positions need to be heard, when issues are more important to others than to yourself, when you want to satisfy others and maintain cooperation, when you can build social credits for later issues, to minimize loss when you are outmatched and losing, and when employees should learn from their own mistakes. In addition: It is best to avoid an issue when it is trivial or symptomatic of other issues, when more important issues are pressing, when you perceive no chance of satisfying everyone’s concerns, when people need to cool down and regain perspective, when gathering information, and when others can resolve the conflict more effectively. You can build trust by accommodating others when you find you’re wrong, when you need to demonstrate reasonableness, when other positions need to be heard, when issues are more important to others than to yourself, when you want to satisfy others and maintain cooperation, when you can build social credits for later issues, to minimize loss when you are outmatched and losing, and when employees should learn from their own mistakes. 1

Consider compromising when goals are important but not worth potential disruption, when opponents with equal power are committed to mutually exclusive goals, and when you need temporary settlements to complex issues. Distributive bargaining can resolve disputes, but it often reduces the satisfaction of one or more negotiators because it is confrontational and focused on the short term. Integrative bargaining, in contrast, tends to provide outcomes that satisfy all parties and build lasting relationships. Make sure you set aggressive negotiating goals and try to find creative ways to achieve the objectives of both parties, especially when you value the long-term relationship with the other party. That doesn’t mean sacrificing your self-interest; rather, it means trying to find creative solutions that give both parties what they really want. Lastly: Consider compromising when goals are important but not worth potential disruption, when opponents with equal power are committed to mutually exclusive goals, and when you need temporary settlements to complex issues. Distributive bargaining can resolve disputes, but it often reduces the satisfaction of one or more negotiators because it is confrontational and focused on the short term. Integrative bargaining, in contrast, tends to provide outcomes that satisfy all parties and build lasting relationships. Make sure you set aggressive negotiating goals and try to find creative ways to achieve the objectives of both parties, especially when you value the long-term relationship with the other party. That doesn’t mean sacrificing your self-interest; rather, it means trying to find creative solutions that give both parties what they really want. 1

Copyright © 2015 Pearson Education, Inc.
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America. Copyright © 2015 Pearson Education, Inc.

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Welcome to this Organizational Behavior course that uses the 16th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered.

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