Conflicts and Negotiations

OBJECTIVES
1. Define conflict.
2. Differentiate between the traditional,
human relations, and interactionist views
of conflict.
LEARNING

3. Contrast task, relationship, and process

conflict.
4. Outline the conflict process.
5. Describe the five conflict-handling
intentions.

2
O B J E C T I V E S (cont’d)

1. Identify the five steps in the negotiating

process.
2. Describe cultural differences in
negotiations.
LEARNING

3
 Conflict
Conflict


Conflict Defined
 Any situation in which incompatible
goals,attitude, emotions or behaviour
lead to disagreement or opposition
between two or more parties

4
 Conflict
Conflict


Encompasses a wide range of
conflicts that people experience
in organizations
 Incompatibility of goals

 Differences over interpretations

of facts
 Disagreements based on

behavioral expectations
5
Transitions
Transitions in
in Conflict
Conflict Thought
Thought
Traditional View of Conflict
The belief that all conflict is harmful and
must be avoided.

Causes:
Causes:
••
Poor
Poor
communication
communication
••
Personal
Personal
••
Process
Process

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 Transitions
Transitions in
in Conflict
Conflict Thought
Thought
(cont’d)
(cont’d)
Human Relations View of Conflict
The belief that conflict is a natural and inevitable
outcome in any group.

Interactionist View of Conflict

The belief that conflict is not only
a positive force in a group but
that it is absolutely necessary for
a group to perform effectively.

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Functional
Functional versus
versus Dysfunctional
Dysfunctional
Conflict
Conflict
Functional Conflict
Conflict that supports the goals
of the group and improves its
performance.

Dysfunctional Conflict
Conflict that hinders
group performance.

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 Types
Types of
of Conflict
Conflict
Intrapersonal Conflict
Conflicts occus within us

Relationship Conflict
Conflict based on
interpersonal relationships.

Process Conflict
Conflict over how work gets done.

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The
The Conflict
Conflict Process
Process

E X H I B I T 14–1
E X H I B I T 14–1

10
Stage
Stage I:I: Potential
Potential Opposition
Opposition or
or Incompatibility
Incompatibility

Communication
 Semantic difficulties, misunderstandings, and “noise”

Structure
 Size and specialization of jobs
 Jurisdictional clarity/ambiguity
 Member/goal incompatibility
 Leadership styles (close or participative)
 Reward systems (win-lose)
 Dependence/interdependence of groups
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
 Stage
Stage II:
II: Cognition
Cognition and
and
Personalization
Personalization
Perceived Conflict Felt Conflict
Awareness by one or Emotional involvement
more parties of the in a conflict creating
existence of conditions anxiety, tenseness,
that create frustration, or hostility.
opportunities for
conflict to arise.

Conflict
ConflictDefinition
Definition

Negative
NegativeEmotions
Emotions Positive
PositiveFeelings
Feelings

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 Stage
Stage III:
III: Intentions
Intentions
Intentions
Decisions to act in a given
way.

Cooperativeness:
Cooperativeness:
••
Attempting
Attemptingto
tosatisfy
satisfythe
theother
otherparty’s
party’s
concerns.
concerns.
Assertiveness:
Assertiveness:
••
Attempting
Attemptingto
tosatisfy
satisfyone’s
one’sown
own
concerns.
concerns.
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 Dimensions
Dimensions of
of Conflict-Handling
Conflict-Handling
Intentions
Intentions

Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M.
Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: E X H I B I T 14–2
E X H I B I T 14–2
Consulting Psychologists Press, 1992), p. 668. With permission.
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 Stage
Stage III:
III: Intentions
Intentions (cont’d)
(cont’d)
Competing
A desire to satisfy one’s interests, regardless of the
impact on the other party to the conflict.

Collaborating
A situation in which the parties to a conflict each
desire to satisfy fully the concerns of all parties.

Avoiding
The desire to withdraw from or suppress a conflict.

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 Stage
Stage III:
III: Intentions
Intentions (cont’d)
(cont’d)
Accommodating
The willingness of one party in a conflict to place the
opponent’s interests above his or her own.

Compromising
A situation in which each party to a conflict is
willing to give up something.

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 Stage
Stage IV:
IV: Behavior
Behavior
Conflict Management
The use of resolution and stimulation techniques to
achieve the desired level of conflict.

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 Conflict-Intensity
Conflict-Intensity Continuum
Continuum

Source: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle
River, NJ: Prentice Hall, 1974), pp. 93–97; and F. Glasi, “The Process of Conflict Escalation and the Roles of
Third Parties,” in G.B.J. Bomers and R. Peterson (eds.), Conflict Management and Industrial Relations E X H I B I T 14–3
E X H I B I T 14–3
(Boston: Kluwer-Nijhoff, 1982), pp. 119–40.
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 Conflict
Conflict Management
Management
Techniques
Techniques
Conflict
ConflictResolution
ResolutionTechniques
Techniques
• Problem solving
•
Problem solving
•
Superordinate
Superordinategoals
•
goals
• Expansion of resources
•
Expansion of resources
•
Avoidance
Avoidance
•

• Smoothing
•
Smoothing
•
Compromise
Compromise
•

• Authoritative command
•
Authoritative command
Altering
Alteringthe
thehuman
humanvariable
Source: Based on S. P. Robbins,
•
•
variable Managing Organizational Conflict: A
Nontraditional Approach (Upper
Saddle River, NJ: Prentice Hall, 1974),

• Altering the structural variables

pp. 59–89
•
Altering the structural variables E X H I B I T 14–4
E X H I B I T 14–4

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 Conflict
Conflict Management
Management
Techniques
Techniques

Conflict
ConflictResolution
ResolutionTechniques
Techniques
• Communication
•
Communication
•
Bringing
Bringingin
•
inoutsiders
outsiders
• Restructuring the organization
•
Restructuring the organization
•
• Appointing
Appointingaadevil’s
devil’sadvocate
advocate

Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach E X H I B I T 14–4 (cont’d)
E X H I B I T 14–4 (cont’d)
(Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
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 Stage
Stage V:
V: Outcomes
Outcomes

Functional Outcomes from Conflict
 Increased group performance
 Improved quality of decisions
 Stimulation of creativity and innovation
 Encouragement of interest and curiosity
 Provision of a medium for problem-solving
 Creation of an environment for self-evaluation
and change


Creating Functional Conflict 21
 Stage
Stage V:
V: Outcomes
Outcomes

Dysfunctional Outcomes from Conflict
 Development of discontent
 Reduced group effectiveness
 Retarded communication
 Reduced group cohesiveness
 Infighting among group members overcomes
group goals

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 Negotiation
Negotiation
Negotiation
A process in which two or more parties exchange
goods or services and attempt to agree on the
exchange rate for them.

BATNA
The Best Alternative To a
Negotiated Agreement; the
lowest acceptable value
(outcome) to an individual
for a negotiated agreement.

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 Bargaining
Bargaining Strategies
Strategies
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount
of resources; a win-lose situation.

Integrative Bargaining
Negotiation that seeks one or more settlements
that can create a win-win solution.

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 Distributive
Distributive Versus
Versus Integrative
Integrative
Bargaining
Bargaining
Bargaining Distributive Integrative
Characteristic Characteristic Characteristic

Available resources Fixed amount of Variable amount of

resources to be divided resources to be divided
Primary motivations I win, you lose I win, you win
Primary interests Opposed to each other Convergent or congruent
with each other
Focus of relationships Short term Long term

E X H I B I T 14–5
E X H I B I T 14–5
Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), p. 280.
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Staking
Staking Out
Out the
the Bargaining
Bargaining Zone
Zone

E X H I B I T 14–6
E X H I B I T 14–6

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 The
The
Negotiati
Negotiati
on
on
Process
Process

E X H I B I T 14–7
E X H I B I T 14–7

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 Third-Party
Third-Party Negotiations
Negotiations
Mediator
A neutral third party who facilitates a negotiated
solution by using reasoning, persuasion, and
suggestions for alternatives.

Arbitrator
A third party to a negotiation
who has the authority to
dictate an agreement.

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Third-Party
Third-Party Negotiations
Negotiations (cont’d)
(cont’d)
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.

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 Conflict
Conflict
and
andUnit
Unit
Performance
Performance

E X H I B I T 14–9
E X H I B I T 14–9

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 Conflict-Handling
Conflict-Handling Intention:
Intention:
Competition
Competition

When quick, decisive action is vital (in
emergencies); on important issues.

Where unpopular actions need
implementing (in cost cutting, enforcing
unpopular rules, discipline).

On issues vital to the organization’s welfare.

When you know you’re right.

Against people who take advantage of
noncompetitive behavior. 31
 Conflict-Handling
Conflict-Handling Intention:
Intention:
Collaboration
Collaboration

To find an integrative solution when both
sets of concerns are too important to be
compromised.

When your objective is to learn.

To merge insights from people with different
perspectives.

To gain commitment by incorporating
concerns into a consensus.
 32
To work through feelings that have
 Conflict-Handling
Conflict-Handling Intention:
Intention:
Avoidance
Avoidance

When an issue is trivial, or more important
issues are pressing.

When you perceive no chance of satisfying
your concerns.

When potential disruption outweighs the
benefits of resolution.

To let people cool down and regain
perspective.

When gathering information supersedes
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immediate decision.
 better position to be heard.
Conflict-Handling
Conflict-Handling Intention:
Intention:
To learn, and to show your reasonableness.
Accommodation


Accommodation

When issues are more important to others
than to yourself and to satisfy others and
maintain cooperation.

To build social credits for later issues.

To minimize loss when outmatched and
losing.

When harmony and stability are especially
important.

To allow employees to develop by learning
from mistakes. 34
 Conflict-Handling
Conflict-Handling Intention:
Intention:
Compromise
Compromise

When goals are important but not worth the
effort of potential disruption of more
assertive approaches.

When opponents with equal power are
committed to mutually exclusive goals.

To achieve temporary settlements to
complex issues.

To arrive at expedient solutions under time
pressure.

As a backup when collaboration or
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competition is unsuccessful.