Managing Conflict and Negotiation

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Managing Conflict and Negotiation

• Chapter 11

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Topic Outline

• Describe the four basic levels of conflict in
  organizations

• Explain five interpersonal conflict-handling
  strategies and the conditions for their use.

• Discuss the bargaining and negotiation strategies.

• State several of the unique aspects and
  recommendations for negotiating across cultures.

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Definitions and Causes of Conflict

• Conflict process where one party perceives that
  another party has taken or will take actions that
  are in opposition to ones own interests
• Causes
• Incompatible goals, beliefs, or priorities
• Interdependence with other people/groups/organizat
  ions
• Competition for scarce resources
• Power differences
• Emotions and attitudes (grudges, distrust,
  suspicion, aggressiveness, avoidance, etc.)

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Conflict Process
Latent Conflict
Perceived Conflict
Felt Conflict
Manifest Conflict
Conflict Aftermath
Sources that provide potential for conflict
Cognitive understanding
Emotional expression
Deliberate behavior to block others
Future effects
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Levels of Conflict
Intergroup
Intragroup
Interpersonal
Intrapersonal
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Types of Intrapersonal Conflict

• Approach-approach conflict

• An individual must choose between two or more
  alternatives, each of which is expected to have a
  positive outcome

• Avoidance-avoidance conflict

• An individual must choose between two or more
  alternatives, each of which is expected to have a
  negative outcome

• Approach-avoidance conflict

• An individual must decide whether to do something
  that is expected to have both positive and
  negative outcomes

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Interpersonal Conflict
Role Senders
Focal Person

• Role expectations
• Perceptions of focal persons behaviors
• Evaluations

• Role messages
• Role pressures

• Perception of messages and pressures
• Role conflict
• Role ambiguity

• Response
• Coping efforts
• Compliance

Definition when two or more people see that
their attitudes, ideas, behaviors, goals, etc.
are in opposition
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Different Types of Role Conflict

• Intrasender role conflict

• Different messages and pressures from a
  singlemember of the role set are incompatible

• Intersender role conflict

• Messages and pressures from one role
  senderoppose those from one or more other senders

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Different Types of Role Conflict

• Interrole conflict

• Role pressures associated with membershipin one
  group are incompatible with thosestemming from
  membership in other groups

• Person-role conflict

• Role requirements are incompatible with thefocal
  persons own attitudes, values, or viewsof
  acceptable behavior

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Intra-group Conflict
Disputes among some or all of a groups members,
which often affect a groups dynamics and
effectiveness
These conflicts can be focused on goals, means,
or personal incompatibility
Sometimes there is not enough conflict and
groupthink results
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Managing Interpersonal and Intra-group Conflict
Assertive
Forcing
Collaborating
Concernfor Self
Compromising
Avoiding
Accommodating
Unassertive
Uncooperative
Concern for Others
Cooperative
Take inventory on pp. 318-320
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Avoiding Style Perhaps Use When

• Issue is of minor or passing importance

• Insufficient information to effectively deal with
  the conflict

• Low power relative to the other party

• Others can more effectively resolve the conflict
  more effectively

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Forcing Style Perhaps Use When

• Emergencies requiring quick action

• Unpopular actions must be taken for long-term
  organizational effectiveness and survival

• Self-protective action is needed

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Accommodating Style Perhaps Use When

• Need to defuse a potentially explosive emotional
  conflict situation

• Short-run need to keep harmony and avoid
  disruption

• Conflict is primarily based on personality and
  cannot be easily resolved

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Compromise Style Use When

• Agreement enables each party to be better off, or
  at least not worse off, than without an agreement

• Achieving a total win-win agreement is not
  possible

• Conflicting goals block agreement on one persons
  proposal

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Collaborating Style Use When

• High level of cooperation is needed

• Sufficient parity exists in power of conflicting
  parties

• Potential for mutual benefits, especially over
  long run

• Sufficient organizational support to take the
  time and energy for collaboration

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Inter-group Conflict
Opposition, disagreements, and disputes between
groups and teams.

• Resolution usually involves the use of structural
  mechanisms to improve coordination and
  integration of units, such as
• Plans and super-ordinate goals
• Linking roles or common supervisor
• Buffering roles or inventories
• Task forces or integrating units

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Managing Conflict and Inter-group Relations

• Apply methods to deal with different attitudes
  and emotions between parties
• Confrontation Meetings
• Third Party Interventions (mediation and
  arbitration)
• Teach parties appropriate conflict management
  problem solving, and negotiation techniques

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Bargaining and Negotiation

• Are you a hard bargainer?
• Bargaining Forcing - Accommodation
• Position-based or distributive negotiation
• Are you a problem solver?
• Problem solving Collaboration Avoiding
• Interest-based negotiation (also called
  principle-based negotiation or Getting to Yes)

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Distributive Negotiations Strategy
I want it all
Time warp
Common win-lose strategies
Ultimatums
Good cop,bad cop
Goal personally get as much as you can, no
desire to preserve relationships
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Integrative Negotiations Strategy
Separate the people from the problem
Insist on using objective criteria
Dont forget To have a BATNA!
Focus on interests, not positions
Common win-win principles
Invent options for mutual gain
Goal wise outcome, efficiently determined,
long-lasting, and preservation of relationship
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Negotiators Dilemma
Outcome Great for Person A Terrible for Person B
Outcome Mediocre for Person A Mediocre for
Person B
Distributive
STRATEGY OF PERSON A
Outcome Good for Person A Good for Person B
Outcome Terrible for Person A Great for Person B
Integrative
Integrative
Distributive
STRATEGY OF PERSON B
Source Adapted from Anderson, T. Step into my
parlor A survey of strategies and techniques for
effective negotiation. Business Horizons,
May-June 1992, 75.
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Skilled vs. Average Negotiators
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Negotiation Across Cultures

• Negotiating Attitude

Win-Win to Win-Lose

• Personal Style

Formal to Informal

• Communication Style

Direct to Indirect

• Agreement Form

General to specific
See Table 11.3 for country examples
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Specific Cases Russians

• Appeal to ideals, not fact or emotion
• Make few concessions
• View counterparts concession making as weak and
  almost never reciprocate
• No continuing relationship with other party
  expected
• Present extreme initial positions
• Ignore deadlines
• Usually have limited authority

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Specific Cases Arabs

• Appeals to emotions and feelings
• Make concessions throughout the bargaining
  process
• Almost always reciprocate counterparts
  concession
• View the relationship as long term
• Have broad authority
• Have extreme initial positions
• Deadlines are casual

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Specific Cases Americans

• Factual appeals based on logic and objectivity
• Small concessions made early to establish
  relationship
• Usually reciprocate counterparts concessions
• View relationship as short term
• Have broad authority
• Make moderate initial positions
• Deadlines are important