Chapter 9: Conflict and Negotiation

Transcription

1 Chapter 9: Conflict and Negotiation Organizational Behaviour 5 th Canadian Edition Langton / Robbins / Judge Copyright 2010 Pearson Education Canada 9-1

2 Chapter Outline Conflict Defined Conflict Resolution Conflict Outcomes Negotiation Individual Differences in Negotiation 9-2

3 Conflict and Negotiation 1. What is conflict? 2. How can conflict be resolved? 3. What are the effects of conflict? 4. How does one negotiate effectively? 5. What are some of the contemporary issues in negotiation? 9-3

4 ASSERTIVENESS Trying to satisfy one s own concerns Unassertive Assertive Exhibit 9-2 Conflict-Handling Strategies and Accompanying Behaviour Forcing Satisfying one s own interests without concern for the other s interests Make threats and bluffs Make persuasive arguments Make positional commitments Problem solving Clarifying differences to find mutually beneficial outcomes Exchange information about priorities and preferences Show insights Make trade-offs between important and unimportant issues Uncooperative A voiding Withdrawing from or ignoring conflict Don t think about the issues Compromising r Giving up something to reach an outcome (done by both parties) Match other s concessions Make conditional promises and threats Search for a middle ground COOPERATIVENESS Yielding Placing the other s interests above one s own Make unilateral concessions Make unconditional promises Offer help Trying to satisfy the other person s concerns Cooperative Sources: Based on K. W. Thomas, Conflict and Negotiation Processes in Organizations, in Handbook of Industrial and Organizational Psychology, vol. 3, 2 nd ed., ed. M. D. Dunnette and L. M. Hough (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668; C. K. W. De Dreu, A. Evers, B. Beersma, E. S. Kluwer, and A. Nauta, A Theory-Based Measure of Conflict Management Strategies in the Workplace, Journal of Organizational Behavior 22, no. 6 (September 2001), pp ; and D. G. Pruitt and J. Rubin, Social Conflict: Escalation, Stalemate and Settlement (New York: Random House, 1986). 9-4

5 Exhibit 9-3 Strategies For Dealing With Intercultural Conflict 9-5

6 Exhibit 9-4 Conflict and Unit Performance 9-6

7 Exhibit 9-6 The Negotiation Process Developing a strategy Defining ground rules Clarification and Justification Bargaining and Problem Solving Closure and Implementation Source: This model is based on R. J. Lewicki, Bargaining and Negotiation, Exchange: The Organizational BehaviorTeaching Journal 6, no. 2 (1981), pp

8 Exhibit 9-7 Staking Out the Bargaining Zone $400 $475 $525 $600 Buyer s aspiration range Bargaining Zone Seller s aspiration range Buyer s target point Seller s resistance point Buyer s resistance point Seller s target point 9-8

9 Exhibit 9-8 Negotiating Attitude: Win-Win or Win Lose 9-9

10 Summary and Implications 1. What is conflict? Conflict occurs when one party perceives that another party s actions will have a negative effect on something the first party cares about. 2. How can conflict be resolved? Depending on how a conflict is defined, they can be settled in a win-lose solution or a win-win solution. 3. What are the effects of conflict? Conflict can be functional and improve group performance, or it can be dysfunctional and hinder it. 9-10

11 Summary and Implications 4. How does one negotiate effectively? Integrative bargaining tends to provide outcomes that satisfy all parties and build lasting relationships. 5. What are some of the contemporary issues in negotiation? Negotiation styles differ between genders and across cultures. 9-11