Groups

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Groups

• Group 1
• Shannon Perras
• Josh Crawford
• Mu Mu
• Matt Hillen
• Jessie Wester
• Omar Megahed

Group3 Jared Toth Candace Johnson Eddie
Esler Raynard Enriquez Cathy Aspen Matt
Rosenthal
Group 2 Adam Baker Ryan Vadnais Hui Yang Amanda
Tumbach Ceceilia Thang Simon Geng
Group4 Don Sun Reese Jenkins Jordan Cicoria
Isles Cartwright Ashley Longair Sanghwa Kim
Group 5 Jacky Xing Derrick Burden Michelle
Roccamatisi Cindy Janewski Amanda Velcic
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Chapter 8 Conflict and Negotiation
Jennifer Byrne Robin Harvey Leigh Murphy Zheng
Wang
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• 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.

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• Sources of Conflict
• Structure
• Communication
• Noise, misunderstanding.
• Size specialization, ambiguity, younger groups,
  higher turnover, reward systems, etc.
• Personal variables
• Individual Value system, personality
  characteristics.

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Functional Vs Dysfunctional Conflict

• Dysfunctional
• Conflict hinders the groups performance.
• There are reductions in the group cohesiveness.
• Subordination of group goals.
• At an extreme, it can bring group functioning to
  a halt.

• Functional
• Conflict leads to an improvement in the groups
  performance.
• Can improve the quality of decisions.
• Constructive
• Stimulates creativity and innovation.
• Encourages interest and curiosity.
• Tensions can be released.
• Conflict challenges the status quo

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Conflict-handling Intentions
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Behaviors Statement, actions, and reactions by
an individual.

• Conflict and Productivity
• Performance improves when conflict is more
  frequent.
• When members with different interests exist,
  higher-quality solutions are more likely.
• Conflict and Group Diversity
• Heterogeneity also increases productivity.
• Studies have shown that when groups are less
  compatible, they are more productive,
  therefore conflict produces strengths
  rather than weaknesses.
• Encouraging Conflict
• Creating functional conflict is a tough job.
• How do you create functional Conflict???
• Reward dissent and punish conflict avoiders.

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• Cognitive Conflict Occurs because of different
  perspectives and judgments. Regarded as
  functional conflict.
• Affective Conflict Emotional, normally aimed at
  a person rather than an issue. Regarded as
  dysfunctional conflict

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From potential to actual conflict

• Intentions Decisions to act in a given way in a
  situation

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From potential to actual conflict

• Behaviors Statement, actions, and reactions by
  an individual.

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Conflict Management and Teams

• The six tactics that helped reduce conflict were
  as follows
• Team members worked with more, rather than less,
  information, and debated on the basis of facts.
• Team members developed multiple alternatives to
  enrich the level of debate.
• Team members shared commonly agreed-upon goals.
• Team members injected humor into the decision
  process
• Team members maintained a balanced power
  structure
• Team members resolved issues without forcing
  consensus.

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Negotiation/Bargaining

• Definition a process in which two or more
  parties who offer goods and services try to agree
  upon the exchange rate for them.

• Within a negotiation are
• Issues Items placed on the table for
  discussion
• Positions an individuals stand on the issue
• Interests the underlying motivations for an
  individuals position

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How to negotiate
BATNA Best alternative to a negotiated agreement
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Bargaining Strategies

• Distributive Bargaining
• Seeks to divide up a fixed amount of resources
  win-lose
• situation
• Zero-sum conditions (Any gain I make is at your
  expense, vice
• versa)
• A party focuses on trying to get the opponent to
  agree to a target
• point or get as close as possible
• Integrative Bargaining
• Seeks one or more settlements that can create
  a win-win situation
• All things being equal, integrative
  bargaining preferable to
• distributive bargaining
• Build long-term relationships and makes
  working together in
• future easier
• Allows both sides to feel they have achieved
  victory

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Distributive vs. Integrative Bargaining
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Gender Differences
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• A common misconception
• Women are nicer than men
• This may be attributed to the power and position
  held by women in corporations. Not a gender
  difference

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Outcome of a typical negotiation

• Situation Man and woman both go to buy a car
  from a dealership
• Outcome The opening dollar figure offer by the
  salesperson tends to be higher for women.
• In the corporate world
• Pay and promotion???

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Cross Cultural Differences

• French
• Typically enjoy conflict
• Gain recognition by thinking and acting against
  others
• Negotiations take a long time
• Not concerned with people liking them

• Chinese
• Take a long time to negotiate
• Dont believe negotiation really ends
• Similar to the Japanese (building relationship
  and commitment to work together)

Americans Known for impatience
Desire to be liked
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How do Canadians fit into this.......?

• Chris Brough, president of Vancouver-based
  Sextant Entertainment Group
• There is a wonderful softness and
  self-deprecation about Canadians that I have come
  to enjoy. When you do a deal in Canada, very
  often you can extend a handshake and there is a
  firm belief the deal is solid. In Los Angeles, on
  the other hand, you can have a signed contract
  and it is still based on the idea of Okay,
  youre not happy, sue me
• Robbins.S.P. Langton.N. Organizational
  Behavior. Concepts, Controversies, Applications.
  Third Canadian Edition.
• Pearson Education Canada Inc.
• Toronto, ONT. 2003.

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Alcohol Consumption and Negotiations

• Lab study involving MBAs
• Group divided into 2 categories Those given
  drinks and those not.
• Note Those given drinks were only given enough
  to reach blood alcohol level of 0.05 percent
  (lower than legal driving limit in Canada)

• Results
• Negotiators that had been drinking were more
  aggressive and likely to insult, mislead and
  threaten opponent
• When both parties were sober, more likely to look
  for win-win situations
• Sober negotiators were not as successful
  bargaining against someone who had been drinking
• Drinking negotiators were more likely to make
  mistakes
• Drinking negotiators more likely to focus on
  irrelevant information/misunderstand the problem
• Drinkers were not aware that alcohol had in fact
  affected their performance during the
  negotiations.

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What happens if you cant resolve a workplace
conflict?Types of Third Party Negotiations

• 1. Conciliator
• Provides an informal communication link between
  parties
• Conciliators help to find facts, interpret
  messages, and persuade parties to reach
  agreements
• Lowest powered third party

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What happens if you cant resolve a workplace
conflict?Types of Third Party Negotiations

• 2. Mediator
• Neutral third party who aims for a negotiated
  solution
• Uses reasoning and persuasion, suggests
  alternatives
• Much more aggressive than conciliators in
  proposing solutions
• Settlement rate of 60 with negotiator
  satisfaction of 75

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What happens if you cant resolve a workplace
conflict?Types of Third Party Negotiations

• 3. Arbitrator
• Third party with authority to dictate agreement
• Most powerful of the three groups
• Always results in a solution, though negotiator
  and opponent may not necessarily be happy with
  the outcome

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Thank You!