5399 5680 14 Conflict Negotiation

Robbins, Judge, and Vohra
Organizational Behavior
14th Edition
Conflict
Conflict and
and Negotiation
Negotiation
Kelli J. Schutte
William Jewell College
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational
Behavior, 14e
14-1
Chapter
Chapter Learning
Learning Objectives
Objectives
After studying this chapter, you should be able to:
Define conflict.
Differentiate between the traditional, resolution focused, and
interactionist views of conflict.
Outline the conflict process.
Define negotiation.
Contrast distributive and integrative bargaining.
Apply the five steps in the negotiation process.
Show how individual differences influence negotiations.
Assess the roles and functions of third-party negotiations.
Describe cultural differences in negotiations.
Behavior, 14e
14-2
Conflict
Conflict Defined
Defined
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
That point in an ongoing activity when an interaction
crosses over to become an interparty 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

Behavior, 14e
14-3
Transitions
Transitions in
in Conflict
Conflict Thought
Thought
Traditional View of Conflict
The belief that all conflict is harmful and must be avoided
Prevalent view in the 1930s-1940s
Conflict resulted from:

Poor communication
Lack of openness
Failure to respond to employee needs
Behavior, 14e
14-4
Continued
Continued Transitions
Transitions in
in Conflict
Conflict
Thought
Thought
Resolution Focused View of Conflict
The belief that conflict is a natural and inevitable outcome in
any group
Focuses on productive conflict resolution
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
Current view

Behavior, 14e
14-5
Forms
Forms of
of Interactionist
Interactionist Conflict
Conflict

Behavior, 14e
14-6
Types
Types of
of Interactionist
Interactionist Conflict
Conflict
Task Conflict
Conflicts over content and goals of the work
Low-to-moderate levels of this type are
FUNCTIONAL
Relationship Conflict
Conflict based on interpersonal relationships
Almost always DYSFUNCTIONAL
Process Conflict
Conflict over how work gets done
Low levels of this type are FUNCTIONAL
Behavior, 14e
14-7
The
The Conflict
Conflict Process
Process
We will focus on each step in a moment
E X H I B I T 14-1
E X H I B I T 14-1
Behavior, 14e
14-8
Stage
Stage I:I: Potential
Potential Opposition
Opposition or
or
Incompatibility
Incompatibility
Communication
Semantic difficulties, misunderstandings, over communication 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
Personal Variables
Differing individual value systems
Personality types
Behavior, 14e
14-9
Stage
Stage II:
II: Cognition
Cognition and
and
Personalization
Personalization
Important stage for two reasons:
1. Conflict is defined
Perceived Conflict
Awareness by one or more parties of the existence of
conditions that create opportunities for conflict to arise
2. Emotions are expressed that have a strong impact on the

eventual outcome
Felt Conflict
Emotional involvement in a conflict creating anxiety,
tenseness, frustration, or hostility

Behavior, 14e
14-10
Stage
Stage III:
III: Intentions
Intentions
Intentions
Decisions to act in a given way
Note: behavior does not always accurately reflect intent
Dimensions of conflict-handling intentions:

Cooperativeness
Attempting to satisfy
the other partys
concerns
Assertiveness
Attempting to satisfy
ones own concerns
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: Consulting Psychologists Press, 1992), p. 668. Arrows added. Used with permission.
E X H I B I T 14-2
E X H I B I T 14-2
Behavior, 14e
14-11
Stage
Stage IV:
IV: Behavior
Behavior
Conflict Management
The use of resolution and stimulation techniques to achieve
the desired level of conflict
Conflict-Intensity 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 (Boston: Kluwer-Nijhoff, 1982), pp. 11940.
E X H I B I T 14-3
E X H I B I T 14-3
Behavior, 14e
14-12
Conflict
Conflict Management
Management Techniques
Techniques
Conflict Resolution
Techniques
Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command
Altering the human
variable
Altering the structural
variables
Conflict Stimulation
Techniques
Bringing in outsiders
Communication
Restructuring the
organization
Appointing a devils
advocate
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp.
5989
SEE E X H I B I T 14-4
Behavior, 14e
14-13
Stage
Stage V:
V: Outcomes
Outcomes
Functional
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
Behavior, 14e
Dysfunctional
Development of discontent
Reduced group
effectiveness
Retarded communication
Reduced group
cohesiveness
Infighting among group
members overcomes group
goals
Managing Functional
Conflict
Reward dissent and punish
conflict avoiders
14-14
Negotiation
Negotiation
Negotiation (Bargaining)
A process in which two or more parties exchange goods or
services and attempt to agree on the exchange rate for them
Two General Approaches:

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

Behavior, 14e
14-15
Distributive
Distributive versus
versus Integrative
Integrative
Bargaining
Bargaining
Bargaining Characteristic
Distributive
Bargaining
Integrative Bargaining
Goal
Get all the pie you can
Expand the pie
Motivation
Win-Lose
Win-Win
Focus
Positions
Interests
Information Sharing
Low
High
Duration of Relationships
Short-Term
Long-Term
Source: Based on R. J. Lewicki and J. A.

Litterer, Negotiation (Homewood, IL: Irwin,
1985), p. 280.
Integrative
Distributive
Behavior, 14e
14-16
The
The Negotiation
Negotiation Process
Process
BATNA
The Best Alternative
To a Negotiated
Agreement
The lowest acceptable
value (outcome) to an
individual for a
negotiated agreement
E X H I B I T 14-7
E X H I B I T 14-7
Behavior, 14e
14-17
Individual
Individual Differences
Differences in
in Negotiation
Negotiation
Effectiveness
Effectiveness
Personality Traits
Extroverts and agreeable people are weaker at distributive

negotiation; disagreeable introverts are best
Intelligence is a weak indicator of effectiveness
Mood and Emotion

Ability to show anger helps in distributive bargaining
Positive moods and emotions help integrative bargaining
Gender
Men and women negotiate the same way, but may
experience different outcomes

Behavior, 14e
14-18
Third-Party
Third-Party Negotiations
Negotiations
Four Basic Third-Party Roles
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.
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
Behavior, 14e
14-19
Global
Global Implications
Implications
Conflict and Culture
Indian and French managers view conflict differently
Indian managers are more likely to use accommodation and
avoidance while French managers are likely to use competing
tactics.
Cultural Differences in Negotiations

Multiple cross-cultural studies on negotiation styles, for
instance:
American negotiators are more likely than Japanese bargainers
to make a first offer
North Americans use facts to persuade; Arabs use emotion; and
Russians use asserted ideals
Brazilians say no more often than Americans or Japanese
Behavior, 14e
14-20
Summary
Summary and
and Managerial
Managerial
Implications
Implications
Conflict can be
constructive or
destructive
Reduce excessive conflict
by using:
Competition
Collaboration
Avoidance
Accommodation
Compromise
Integrative negotiation is
a better long-term
method
E X H I B I T 14-8
E X H I B I T 14-8
Behavior, 14e
14-21
All rights reserved. No part of this publication may be reproduced,

stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.
Copyright 2011 Pearson Education, Inc.

Publishing as Prentice Hall

Behavior, 14e
14-22

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Robbins, Judge, and Vohra

Encompasses a wide range of conflicts that people

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Conflict resulted from:

Interactionist View of Conflict

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Semantic difficulties, misunderstandings, over communication and

Size and specialization of jobs

2. Emotions are expressed that have a strong impact on the

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Dimensions of conflict-handling intentions:

Two General Approaches:

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Get all the pie you can

Expand the pie

Source: Based on R. J. Lewicki and J. A.

Extroverts and agreeable people are weaker at distributive

Mood and Emotion

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Cultural Differences in Negotiations

All rights reserved. No part of this publication may be reproduced,

Copyright 2011 Pearson Education, Inc.

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

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