13 Chapter Conflict and Negotiation
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 1
Objectives
Describe behaviors that characterize group conflict Identify common sources of conflict Explain the five conflict-handling modes Understand the functional and dysfunctional nature of conflict
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner 13- 2
Objectives
Differentiate between distributive and integrative bargaining Explain principled negotiation Describe how culture influences conflict
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 3
Characteristics Of Conflict
Stereotyping Overvaluation of ones own group Devaluation of the other group Polarization on issues Distortion of perceptions Escalation
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner 13- 4
Common Sources Of Conflict
We-they attitudes of reference groups Competition for scarce resources Ambiguous authority Interdependence
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 5
Common Sources Of Conflict
Deficient information Differences in values, interests, personalities Differences in education, culture, perceptions Different goals and expectations
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner 13- 6
Conflict
Dysfunctional Aspects Reduced productivity Siphons attention from organizational goals Decreases morale Reduces job satisfaction Causes heightened anxiety Causes absenteeism Increases turnover
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner 13- 7
Conflict
Functional Aspects Forces articulation of views Results in greater understanding Makes values and belief system more visible Helps set organizational priorities Serves as a safety valve Increases cohesiveness Spurs creativity
13- 8
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
Levels of Conflict
Intrapersonal Interpersonal Intragroup Intergroup Intraorganizational Interorganizational
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner 13- 9
Five Conflict-Handling Orientations
Partys desire to satisfy own concern unassertive assertive Competition Collaboration
Assertiveness
Compromise
Avoidance
Accommodation
uncooperative
Cooperativeness
cooperative
Partys desire to satisfy others concern
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner 13- 10
Preventing Conflict
Emphasize organizational effectiveness and common goals Ensure frequent communication and interaction Rotate members among conflicting parties Avoid win-lose situations
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 11
Distributive and Integrative Bargaining
Distributive Win-lose approach Fixed amount of resources Short-term focus on relationship
40% 60%
Integrative Win-win approach Not a zero-sum game Long-term focus on relationship
More 50% 50%
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
Discovered
13- 12
Principled Negotiation
Separate the people from the problem Focus on interests, not positions Invent options for mutual gain Insist on objective criteria
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner 13- 13
Separate the People from the Problem
Be soft on people, hard on the problem Maintain the relationship Recognize people problems in perception, emotion, communication Put yourself in their shoes See yourself as a partner working with the other side to solve the problem
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 14
Focus on Interests, not Positions
Whats behind the positions of the other side? Identify shared, opposed, and different interests Be assertive about presenting your interests
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 15
Invent Options for Mutual Gain
Avoid the following:
Premature judgment Searching for the single answer
Assumption of a fixed pie
The problem is theirs, ours
Brainstorm not options Look for mutual gain
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 16
Insist on Objective Criteria
Fair standards or fair procedures Frame each issue as a joint search for objective criteria Reason and be open to reason Never yield to pressure, only to principle
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 17
BATNA
Best Alternative to a Negotiated Agreement Determine your BATNA and that of the other party beforehand Compare offers to your BATNA during the negotiation
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 18
Effects of Emotion on Negotiations
Negotiating Feature Parties relationship Communication Interests Options BATNA Effects of Negative Emotions Tension and distrust Restricted Focus on own interests Focus on two options: ours and theirs May reject agreement even if above BATNA Effects of Positive Emotions Cooperation and collaboration Open, two-way Open to others interests Attempt to invent multiple options for mutual gain Commitment to getting best option as long as it exceeds BATNA
13- 19
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
Emotional Approaches to Negotiation
Rational
Controlling and suppressing emotions Expressing positive emotions and engendering them in others Expressing negative emotions such as anger and rage
13- 20
Positive
Negative
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
Managing Emotions during Negotiations
Five concerns
Appreciation Affiliation Autonomy Status Fulfilling roles and responsibilities
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 21
Cultural Influences on Conflict
Importance of saving face Low- or high-context communication Individualism-collectivism
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner
13- 22
High-Context Communication
Most information in physical context or internalized in the person Listeners are expected to fill in the blanks with their own knowledge Found predominantly in collectivist cultures More ambiguous and indirect Less self-disclosure
Organizational Behavior: An Experiential Approach 8/E Joyce S. Osland, David A. Kolb,, Irwin M. Rubin and Marlene E. Turner 13- 23
Low-Context Communication
Mass of information embedded in explicit, transmitted message Found predominantly in individualistic cultures Direct and unambiguous More self-disclosure
Organizational Behavior: An Experiential Approach 8/E J...