Organizational Conflict and Negotiation

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C H A P T E R
Organizational Conflict and Negotiation
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Conflict

• Conflict process in which one party perceives
  that its interests are being opposed or
  negatively affected by another party.
• Inter-generational conflict is
  more common today because
  employees across age groups
  work together more than ever
  before.

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The Conflict Process
Sources of Conflict
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Task-Related vs. Socioemotional Conflict

• Task-related conflict
• Conflict is aimed at issue, not parties
• Helps recognize problems, identify solutions, and
  understand issues better
• Socioemotional conflict
• Conflict viewed as a personal attack
• Foundation of conflict escalation
• Leads to dissatisfaction, stress, absenteeism,
  turnover

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Sources of Conflict
Goal Incompatibility

• Employees or departments work goals
  seem to interfere with another persons or
  departments goals

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Sources of Conflict
Goal Incompatibility
Different Values Beliefs

• Different beliefs due to unique background,
  experience, training
• Caused by specialized tasks, careers
• Explains misunderstanding in cross-cultural and
  merger relations

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Sources of Conflict
Goal Incompatibility
3 levels of Interdependence
Different Values Beliefs
Task Interdependence
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Sources of Conflict
Goal Incompatibility
Different Values Beliefs
Task Interdependence
Scarce Resources

• Share a limited budget
• Scarcity motivates employees departments to
  compete

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

• Increases uncertainty risk
• Encourages political tactics

Ambiguity
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Sources of Conflict
Goal Incompatibility

• 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

Different Values Beliefs
Task Interdependence
Scarce Resources
Ambiguity
Communication Problems
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Conflict Management Styles Orientations

• Win-win orientation
• Believe parties will find a mutually beneficial
  solution to their disagreement
• Win-lose orientation
• Believe that the more one party receives, the
  less the other receives
• Tends to escalate conflict, use of power/politics

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Conflict Management Styles
High
Competing
Collaborating
Assertiveness
Compromising
Avoiding
Accommodating
High
Low
Cooperativeness
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Conflict Management Styles

• Collaborative
• Preferred approach
• Parties do not have perfectly opposing interests
• Trust information sharing
• Avoiding
• If issue is trivial
• Increases frustration

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Conflict Management Styles

• Competing
• You are correct dispute requires quick solution
• Other party may take advantage of more
  cooperative strategies
• Accomodating
• Other party has more power than you
• Issue not as important to you
• May motivate other party to take advantage

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Conflict Management Styles

• Compromising
• Both parties have equal power
• Under time pressures
• Collaborating is the only style that is purely
  win/win oriented other 4 some variation of
  win/lose orientation
• Goal is to learn to apply different conflict
  styles to different situations

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Conflict Management StylesCultural Differences

• Collectivist Cultures
• Avoidance and collaborating
• Individualistic
• Compromising and competing

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Conflict Management StylesGender Differences

• Women
• Collaborative and compromising
• Long-term focus on relationship
• Men
• Competing
• Short-term focus on relationship

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Conflict ManagementReducing Conflict

• Emphasize Superordinate Goals
• Reduce Differentiation
• Improve Communication Understanding
• Reduce Task Interdependence
• Increase Resources
• Clarify Rules Procedures

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Bargaining Zone Model
Your Position
Area of Potential Agreement
Opponents Position
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Situational Influences on Negotiation

• Location
• Physical Setting
• Time Investment and Deadlines
• Audience

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Effective Negotiator Behaviors

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

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Third-Party Objectives
Efficiency
Procedural Fairness
Third-Party Conflict Resolution Objectives
Effectiveness
Outcome Fairness
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Types of Third Party Intervention
High
Mediation
Inquisition
Level of Process Control
Arbitration
Level of Outcome Control
High
Low