Slide 10'1 Learning Objectives for Conflict and Negotiation

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Slide 10.1Learning Objectives for Conflict and
Negotiation

• Explain the varieties of conflict and describe
  differing attitudes toward organizational
  conflict.
• Identify the primary levels of conflict within
  organizations.
• Use five interpersonal conflict handling styles.
• Discuss the types of negotiations and describe
  several negotiation strategies.

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Slide 10.2Basic Forms of Conflict
FORM
CORE MEANING
Goal conflict
Incompatible preferences
Cognitive conflict
Incompatible thoughts
Affective conflict
Incompatible feelings
Procedural conflict
Incompatible views on process
Conflict Management
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Slide 10.3Levels of Conflicts

• Intrapersonal Conflicts
• Cognitive dissonance and neurotic tendencies
• Interpersonal Conflicts
• Role conflict and ambiguity and personality
  differences
• Intragroup Conflicts
• Intergroup Conflicts
• Vertical, horizontal, line-staff and
  diversity-based conflict

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Slide 10.4Role Episode Model
Role Senders
Focal Person
Perception of messages and
pressures Role conflict Role ambiguity
Response Coping efforts Compliance
Role messages Role pressures
Role expectations Perceptions of focal
persons behaviors Evaluations
Source Based on Kahn, R.L. et al. Organizational
Stress Studies in Role Conflict and Ambiguity.
New York John Wiley Sons, 1964, 26.
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Slide 10.5Interpersonal Conflict Handling Styles

• Avoiding Style
• Unassertive and uncooperative
• Forcing Style
• Assertive and uncooperative
• Accommodating Style
• Unassertive and cooperative
• Collaborating Style
• Assertive and cooperative
• Compromising Style
• Intermediate level of assertive and cooperative
  behaviors

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Slide 10.6When Should the Avoiding Style BeUsed
to Handle Interpersonal Conflicts?

• The 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.

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Slide 10.7When Should the Forcing Style BeUsed
to Handle Interpersonal Conflicts?

• Emergencies requiring quick action.
• Unpopular actions must be taken for long-term
  organizational effectiveness and survival.
• Self-protective action needed.

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Slide 10.8When Should the Accommodating Style
BeUsed to Handle Interpersonal Conflicts?

• Need to defuse a potentially explosive emotional
  conflict situation.
• Short-run need to keep harmony and avoid
  disruption.
• Conflict is primarily personality based and
  cannot be easily resolved.

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Slide 10.9When Should the Collaborating Style
BeUsed to Handle Interpersonal Conflicts?

• Sufficient required interdependence of
  conflicting parties.
• Sufficient parity in power of conflicting
  parties.
• Potential for long-run mutual benefits.
• Sufficient organizational support to take the
  time and energy for collaboration.

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Slide 10.10When Should the Compromising Style
BeUsed to Handle Interpersonal Conflicts?

• 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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Slide 10.11Matrix of Negotiated Outcomes
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
Distributive vs. Integrative negotiation Negotiat
ors Dilemma