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Conflict and Negotiation
Director: Pro. Vivian Chen
Reporter: Setyabudi Indartono (9644104605)
Course:
Seminar in Organization Behavior
Chapter 15
By
Stephen P. Robbins &
Timothy A. Judge
Learning Objective
1. Define Conflict2. Differentiate between the traditional, human
relation, and inter actionist views of Conflict3. Contrast task, relationship and process conflict4. Outline the conflict process5. Describe the five conflict-handling intention6. Contrast distributive and integrative bargaining7. Identify the five steps in the negotiation
process8. Describe cultural differences in negotiation
Define Conflict
Conflict
A process that bargain when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about
Differentiate between the traditional, human relation, and inter actionist views of Conflict
Conflict viewed by :
the belief that
traditional All conflict is harmful and must be avoided
human relation
Conflict is natural and inevitable outcome in any group
inter actionist
Is not only a positive force in a group but that is also an absolute necessary for a group to perform effectively
Contrast task, relationship and process conflict
Inter actionist conflict views propose:• Functional conflict: Conflict that supports the goals of the
group and improves its performance
• Dysfunctional conflict: Conflict that hinders group performance
Conflict type:• Task Conflict: Conflict over content and goals of the work
• Relationship conflict: Conflict based on interpersonal relationship
• Process Conflict: Conflict over how work gets done
Creating functional conflict
Regarding to the inter actionist view of conflict, conflict can be created toward function, through reward dissent and punish conflict avoider
Encourage people to challenge the system and develop fresh ideas
• By Reward system dissenters (Hewlett Packard)• By Criticize the bosses (Herman miller inc)• By Build evil’s advocates (GE & Anheuser-
Busch)
Most studies demonstrate that
1. Relational conflict always dysfunctional.
2. Low level of process conflict are functional
3. Low to moderate level task conflict are functional (dysfunctional when create uncertainty task role, increase complete task time, member working cross purposes)
Type low moderate High
Task Functional
Relation Dysfunctional
Process Functional
Outline the conflict process
Conflict ProcessStage 1 Stage 2 Stage 3 Stage
4Stage
5Potential opposition on
incompatibility
(presence condition that create opportunity for
conflict to arise)
Cognition and personalization (when conflict issue tend to be define,
parties decide what the
conflict is about)
Intention (Decision to act in a given way)
Behavior (statements, actions, reactions )
Outcomes
Antecedent conditions:- Communication: Differing
word connotations, jargon, insufficient exchange of information, noise
- Structure: Size and degree of specialization, jurisdiction clarify, (BU) goal compatibility, leadership style, reward system, degree of dependence
- Personal Variables: Personality, emotion, value
Perceive Conflict: awareness by one or more parties of the existence of condition that create opportunities for conflict to arise
Felt Conflict: Emotional involvement in a conflict creating anxiety, tenseness, frustration or hostility
Conflict handling intentions (Assertiveness-Cooperativeness):
1.Competing
2.Collaborating
3.Compromising
4.Avoiding
5.Accommodating
Overt Conflict:
• party’s Behavior
• Other’s reaction
Increased group performance
Decreased group performance
Describe the five conflict-handling intention
Conflict handling intentions:
1. Competing “ a desire to satisfy one’s interests, regardless of the impact on the other party to the conflict” Assertive but uncooperative
2. Collaborating “A situation in which the parties to a conflict each desire to fully satisfy the concerns of all parties” Assertive and Cooperative
3. Compromising “A Situation in which each party to a conflict is willing to give up something” middle in both Assertive and Cooperative
4. Avoiding “ The desire to withdraw from or suppress a conflict” unassertive and uncooperative
5. Accommodating “ the willingness of one party in a conflict to place the opponent’s interest above his or her own” Unassertive and Cooperative
Conflict intensity continuum (behavior)(Functional to dysfunctional conflict)
1. No conflict2. Minor disagreement or misunderstanding3. Overt questioning or challenging of
others4. Assertive verbal attacks5. Threats and ultimatums6. Aggressive physical attack7. Overt effort to destroy the other party
Conflict Managementthe use of resolution and stimulation techniques to achieve the desire level of conflict
1. Assertiveness vs. Cooperativeness
2. Conflict resolution technique
3. Conflict stimulation technique
1.Competing Assertive but uncooperative2.Collaborating Assertive and Cooperative3.Compromising middle in both Assertive and cooperative4.Avoiding unassertive and uncooperative5.Accommodating Unassertive and Cooperative
1. Problem solving2. Super ordinates goals3. Expansion of resources4. Avoiding 5. Smoothing6. compromise7. Authoritative command8. Altering the human variable9. Altering the structural variable•Communication•Bringing in outsider•Restructuring the organization•Appointing a devil’s advocate
Conflict Outcomes
1. Functional Outcomes• Improve decision quality• Stimulate creativity and innovative• Encourages interest and curiosity among group member• Provide the medium through which problems can be aired
and tension released• Foster an environment of self evaluation and change
2. Dysfunctional Outcomes• Retarding of communication• Reduction in group cohesiveness• Subordination of group goals to the primacy of infighting
among member• Bring group functioning to a halt and potentially threaten
the group’s survival
NEGOTIATION
A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
Contrast distributive and integrative bargaining
Bargaining Strategies
• distributive bargaining: Negotiation that seek to divide up a fix amount of resources; a win lose situation
– Good cop and bad cop tactic– Revealing deadline tactic
• integrative bargaining: Negotiation that seek one or more settlement that can create a win-win solution
Identify the five steps in the negotiation process
negotiation process
1. Preparation and planning: Answer some questions (conflict nature, conflict history, involved negotiation, negotiation goals, the other party’s goal, and the others party’s information) and develop negotiation strategy
2. Definition of ground rules: Who will do the negotiating, when, where, limited issues, any specifics procedures? etc
3. Clarification and justification: explain, amplify, clarify, bolster, and justify the original demand
4. Bargaining and problem solving: give and take in trying to hash out an agreement
5. Closure and implementation: Formalizing the agreement
NEGOTIATION ISSUES
• The role of mood and personality traits in negotiation: Negotiator in positive moods negotiate better outcomes then in average one. ‘easier’ to predict opponent negotiation tactics when we know their personality (high risk taker used aggressive bargainer, best distributive bargainer is disagreeable introvert, checked ego better negotiator than big ego)
• Gender different in negotiation Women: more cooperative and pleasant, nicer in negotiation, (managerial women) less confidence in anticipation of negotiation an less satisfied with their negotiation performance, more arraign them selves.
• Culture different in negotiation
Describe cultural differences in negotiation
Culture different in negotiation
• French like conflict, • Chinese draw out in negotiation, • Chinese and Japanese like develop a relationship and
communication (adapted to the situation), • North American tend on fact and appealing to logic and
important deadline, • Arab tend to appealing to Emotion and deadline very casual, • Russian based on ideal and ignore deadline. • Different tactics of north America, Japanese and Brazilian on
said “No”, silent lasting, interruption, and physical contact.
Third party negotiations
• Mediator: a neutral third party who facilitate a negotiated solution by using reasoning, persuasion and suggestion s for alternatives
• Arbitrator : a third party to a negotiation who has the authority to dictate an agreement
• Conciliator : a trusted third party who provides an informal communication link between the negotiator and the opponent
• Consultant : an impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis
Manager Implication
• Optimal enough conflict: prevent stagnation, stimulate creativity, allow tension to be released, initiate the seeds for change
• Inadequate or excessive conflict: reduce satisfaction of member, increase absence and turnover rates, lover productivity
• Reduce excessive conflict– Competition, when quick
– Collaboration, to find integrative solutions
– Avoidance, when issue is trivial, or more important issues are pressing
– Accommodation, when you find you wrong, and to allow a better position to be heard
– Compromise, when goals are important
Another research shows:
• Results indicate significant differences between the two groups. Middle management prefers the assertive styles (competing and collaborating) with scant attention to cooperation, while junior management primarily uses the avoiding style, which is both uncooperative and un assertive..(A. D. Slabbert Corresponding Author Contact Information, E-mail The Corresponding Author Faculty of Management, Cape Technikon, P.O. Box 652, Cape Town, South Africa)
• when feedback was an issue, a case was two times more likely to settle. And resolution would be more likely when the filer was a buyer rather than a seller (STICKS AND STONES:LANGUAGE, FACE, AND ONLINE DISPUTE RESOLUTION, JEANNE M. BRETT, Northwestern University….., Academy Management Journal 2007, Vol. 50, No. 1, 85–99.)
Another research shows:• Negotiation beliefs have the potential to predict and explain negotiation
performance, implicit negotiation beliefs had a direct causal effect on negotiators' ability to capture their share of the bargaining pie, negotiators' beliefs about the malleability of negotiation ability have powerful and predictable effects on how resources are claimed and created at the bargaining table (Kray LJ, Haselhuhn MP, Journal Of Personality And Social Psychology, 0022-3514, 2007 Jul, Vol. 93, Issue 1)
• a self-affirmation unrelated to an identity challenged by a counter attitudinal communication or divisive negotiation decreases bias and increases open-mindedness to the communication and to pragmatic negotiation compromise (Bridging the Partisan Divide: Self-Affirmation Reduces Ideological Closed-Mindedness and Inflexibility in Negotiation. By: Cohen, Geoffrey L., Sherman, David K., Bastardi, Anthony, Hsu, Lillian, McGoey, Michelle, Ross, Lee, Journal of Personality & Social Psychology, 00223514, Sep2007, Vol. 93, Issue 3)
• an interdependent self-construal could lead to more positive behavior on the part of the high-powered individual, even in a heated hour-long dispute, people may often be aware that they are using their power in a manner that is unfair to a low-power party (The role of the self-concept and the social context in determining the behavior of power holders: Self-construal in inter group versus dyadic dispute resolution negotiations. By: Howard, Elizabeth Seeley, Gardner, Wendi L., Thompson, Leigh, Journal of Personality and Social Psychology, 00223514, 20071001, Vol. 93, Issue 4
)
ThanksFor your Attentions
notes(1) Ok class, this chapter discuses about conflict and negotiation(2) This chapter has some of learning objective are:(3) Before we discus more about conflict and negotiation. I’d like to frame the definition of
conflict first. The conflict define as……(4) There are three general view of conflict. Traditional view, human relation and inter
actionist view.(5) Inter actionist conflict views, it’s propose ….. And there are 3 type of conflict are:……
Vivian would you give examples of these ones? Type of conflict(6) There are examples how to create functional conflict as inter actionist view of conflict(7) Relational conflict always dysfunctional. it appears that the friction and interpersonal
hostilities inherent in relationship conflict increase personality clashes and decrease mutual understanding which hinder the completion of organization task ….. Low level of process conflict are functional ………… Low to moderate level task conflict are functional (dysfunctional when create uncertainty task role, increase complete task time, member working cross purposes) demonstrate positive affect to group performance because it stimulates discussion of ideas that helps group perform betters
(10) Intensity degree from No conflict behavior mean functional to over effort to destroy the other party behavior as dysfunctional
(11) I thinks that this point is very interesting to develop research in OB. We can collaborate with personality trait, organizational environment, etc to get a functional conflict outcomes. At the last slide I’ll show some the recent research in conflict and negotiation
(13) And the second part of this chapter we discus about negotiation that describe as…(14) In this chapter we use negotiation term interchangeability to bargaining term. There are
two general strategy of bargaining are:…