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Chapter 14: Conflict

and Negotiation
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Copyright 2015 Pearson Education Ltd.

LODifferentiate
1

Between the Traditional


and Interactionist Views of Conflict

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.
If no one is aware of a conflict, then it is
generally agreed no conflict exists.
Also needed to begin the conflict
process are opposition or incompatibility
and interaction.
Copyright 2015 Pearson Education Ltd.

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LODifferentiate
1

Between the Traditional


and Interactionist Views of Conflict

The Traditional View of Conflict


The traditional view of conflict conflict
was a dysfunctional outcome resulting from
poor communication, a lack of openness and
trust between people, and the failure of
managers to be responsive to the needs and
aspirations of their employees.
Assumed all conflict was bad and to be
avoided.
Viewed negatively and discussed with such
terms violence, destruction, and irrationality.
Copyright 2015 Pearson Education Ltd.

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LODifferentiate
1

Between the Traditional


and Interactionist Views of Conflict

The Interactionist View of Conflict


According to the interactionist view of
conflict a harmonious, peaceful, tranquil, and
cooperative group is prone to becoming static,
apathetic, and unresponsive to needs for
change and innovation.
But not all conflicts are good.
Functional conflict supports goals.
Conflicts that hinder group performance are
dysfunctional or destructive forms of
conflict.
Copyright 2015 Pearson Education Ltd.

14-4

Describe
the Three Types of
LO 2
Conflict and the Three Loci of
Conflict
Types of Conflict
Researchers have classified conflicts into
three categories:
1. Task conflict relates to the content
and goals of the work.
2. Relationship conflict focuses on
interpersonal relationships.
3. Process conflict is about how the
work gets done.
Copyright 2015 Pearson Education Ltd.

14-5

Describe
the Three Types of
LO 2
Conflict and the Three Loci of
Conflict
Loci of Conflict
Another way to understand conflict is to
consider its locus, or where the conflict occurs.
There are three basic types:
Dyadic conflict is conflict between two
people.
Intragroup conflict occurs within a group or
team.
Intergroup conflict is conflict between
groups or teams.

Copyright 2015 Pearson Education Ltd.

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LO 3

Outline the Conflict Process

14-7
Copyright 2015 Pearson Education Ltd.

LO 3

Outline the Conflict Process

14-8
Copyright 2015 Pearson Education Ltd.

LO 3

Outline the Conflict Process

Stage V: Outcomes
Conflict can be functional or dysfunctional.
Conflict is constructive when it
Improves the quality of decisions, stimulates
creativity and innovation, encourages interest
and curiosity, provides the medium through
which problems can be aired and tensions
released, and fosters an environment of selfevaluation and change.

Conflict is destructive when it


Breeds discontent, reduces group effectiveness,
and threatens the groups survival.
Copyright 2015 Pearson Education Ltd.

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LO 3

Outline the Conflict Process

Managing Functional Conflict


One of the keys to minimizing counterproductive
conflicts is recognizing when there really is a
disagreement.
Many apparent conflicts are due to people using
different language to discuss the same general
course of action.
Successful conflict management recognizes these
different approaches.
Attempts to resolve them by encouraging open,
frank discussion focused on interests rather than
issues.

Copyright 2015 Pearson Education Ltd.

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LO 3

Outline the Conflict Process

Groups that resolve conflicts successfully


discuss differences of opinionopenly.
The most disruptiveconflicts are those
that are never addressed directly.
Managersneed to emphasize shared
interests in resolving conflicts.
Groups with cooperative conflict styles and
an underlying identification to group goals
are more effectivethan groups with a more
competitive style.

Copyright 2015 Pearson Education Ltd.

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LO 3

Outline the Conflict Process

Differences across countries in conflict


resolution strategies may be based on
collectivistic tendencies and motives.
Collectivist cultures see people as deeply
embedded in social situations.
They will avoid direct expression of
conflicts, preferring indirect methods for
resolving differences of opinion.

14-12
Copyright 2015 Pearson Education Ltd.

Contrast Distributive
and Integrative Bargaining

LO 4

Negotiation is a process in which two


or more parties exchange goods or
services and attempt to agree upon the
exchange rate for them.
We use the terms negotiation and
bargaining interchangeably.

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Copyright 2015 Pearson Education Ltd.

Contrast Distributive
and Integrative Bargaining

LO 4

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Copyright 2015 Pearson Education Ltd.

Contrast Distributive
and Integrative Bargaining

LO 4

Research shows that when youre


engaged in distributive bargaining, one
of the best things you can do is make
the first offer, and make it an aggressive
one.
Shows power.
Establishes an anchoring bias.
Another distributive bargaining tactic is
revealing a deadline.
Copyright 2015 Pearson Education Ltd.

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Contrast Distributive
and Integrative Bargaining

LO 4

Why dont we see more integrative bargaining in


organizations?
The answer lies in the conditions necessary for
this type of negotiation to succeed.
Parties who are open with information and
candid about their concerns.
A sensitivity by both parties to the others
needs.
The ability to trust one another.
A willingness by both parties to maintain
flexibility.
These conditions seldom exist in organizations.
Copyright 2015 Pearson Education Ltd.

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Contrast Distributive
and Integrative Bargaining

LO 4

Compromise might be your worst enemy


in negotiating a win-win agreement.
The reason is that compromising
reduces the pressure to bargain
integratively.

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Copyright 2015 Pearson Education Ltd.

Apply the Five Steps


of the Negotiation Process

LO 5

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Copyright 2015 Pearson Education Ltd.

Show How Individual


Differences Influence
Negotiations

LO 6

Personality Traits in Negotiation


Can you predict an opponents
negotiating tactics if you know
something about his/her personality?
The evidence says sort of.
Moods/Emotions in Negotiation
Influence negotiation, but the way they
do appears to depend on the type of
negotiation.
Copyright 2015 Pearson Education Ltd.

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Show How Individual


Differences Influence
Negotiations

LO 6

Culture in Negotiations
Do people from different cultures negotiate
differently? Yes, they do.
People generally negotiate more effectively
within cultures than between them.
In cross-cultural negotiations, it is especially
important that the negotiators be high in
openness.
Negotiators need to be especially aware of
the emotional dynamics in cross-cultural
negotiation.
Copyright 2015 Pearson Education Ltd.

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Show How Individual


Differences Influence
Negotiations

LO 6

Gender Differences in Negotiations


Men and women negotiate differently
and these differences affect outcomes.
There is some merit to the popular
stereotype that women are more
cooperative, pleasant, and relationshiporiented in negotiations than are men.
These gender differences can be
lessened at both the organizational and
individual level.
Copyright 2015 Pearson Education Ltd.

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Assess the Roles and


Functions
of Third-party Negotiations

LO 7

When individuals or group


representatives reach a stalemate and
are unable to resolve their differences
through direct negotiations, they may
turn to a third party.
A mediator
An arbitrator
A conciliator
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Copyright 2015 Pearson Education Ltd.

Implications for Managers

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Copyright 2015 Pearson Education Ltd.

Implications for Managers


Choose an authoritarian management style in
emergencies, when unpopular actions need to be
implemented, and when the issue is vital to the
organizations welfare. Be certain to communicate
your logic when possible to make certain
employees remain engaged and productive.
Seek integrative solutions when your objective is to
learn, when you want to merge insights from
people with different perspectives, when you need
to gain commitment by incorporating concerns into
a consensus, and when you need to work through
feelings that have interfered with a relationship.
Copyright 2015 Pearson Education Ltd.

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Implications for Managers


Avoid an issue when it is trivial or symptomatic of other
issues, when more important issues are pressing, when
you perceive no chance of satisfying everyones concerns,
when people need to cool down and regain perspective,
when gathering information, and when others can resolve
the conflict more effectively.
Build trust by accommodating others when you find youre
wrong, when you need to demonstrate reasonableness,
when other positions need to be heard, when issues are
more important to others than to yourself, when you want
to satisfy others and maintain cooperation, when you can
build social credits for later issues, to minimize loss when
you are outmatched and losing, and when employees
should learn from their own mistakes.
Copyright 2015 Pearson Education Ltd.

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Implications for Managers


Consider compromising when goals are important but not
worth potential disruption, when opponents with equal power
are committed to mutually exclusive goals, and when you
need temporary settlements to complex issues.
Distributive bargaining can resolve disputes, but it often
reduces the satisfaction of one or more negotiators because it
is confrontational and focused on the short term. Integrative
bargaining, in contrast, tends to provide outcomes that satisfy
all parties and build lasting relationships.
Make sure you set aggressive negotiating goals and try to find
creative ways to achieve the objectives of both parties,
especially when you value the long-term relationship with the
other party. That doesnt mean sacrificing your self-interest;
rather, it means trying to find creative solutions that give
both parties what they really want.

Copyright 2015 Pearson Education Ltd.

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