Cbapter 8 Cbapter 8

Conflict and Negotiation

Cbapter Outllne Cbapter Outllne
O Contllct Detlneo
O Sources ot Contllct
O From Potentlal to Actual Contllct
O Contllct Management ano Teams
O Negotlatlon
O |ssues ln Negotlatlon
Contllct Contllct
O A process tbat beglns wben one party percelves
tbat anotber party bas negatlvely attecteo, or ls
about to negatlvely attect, sometblng tbat tbe
tlrst party cares about.
Functlonal
N Supports tbe goals ot tbe group ano lmproves lts pertormance
Dystunctlonal
N lnoers group pertormance
ow Structure Can Leao to ow Structure Can Leao to
Contllct Contllct
ow Structure Can Leao to ow Structure Can Leao to
Contllct Contllct
O Stlmulatlng contllct
Slze, speclallzatlon, ano composltlon ot tbe
group
Too mucb rellance on partlclpatlon
Dlverslty ot goals among groups
Amblgulty ln preclsely oetlnlng wbere
responslblllty tor actlons lles
Rewaro systems wbere one member's galn ls
at anotber's epense
blblt 8 blblt 8- -1 ow Contllct 8ullos 1 ow Contllct 8ullos
FunctionaI:
increased
performance
DysfunctionaI:
decreased group
performance
Behaviour
Outcomes
Competing
CoIIaborating
Compromising
Avoiding
Accommodating
ConfIict-handIing
Intentions
Contllct Contllct- -anollng |ntentlons anollng |ntentlons
O Two Dlmenslons
Cooperatlveness
N Tbe oegree to wblcb one party attempts to satlsty tbe otber
party's concerns
Assertlveness
N Tbe oegree to wblcb one party attempts to satlsty bls or ber
own concerns
Specltlc |ntentlons Specltlc |ntentlons
O Competlng
N A oeslre to satlsty one's lnterests, regaroless ot tbe lmpact on tbe
otber partles.
O Collaboratlng
N A sltuatlon wbere tbe partles to a contllct eacb oeslre to satlsty tully
tbe concerns ot all partles
O Avololng
N Tbe oeslre to wltboraw trom or suppress a contllct.
O Accommooatlng
N Tbe wllllngness ot one party ln a contllct to place tbe opponent's
lnterests above bls or ber own
O Compromlslng
N A sltuatlon ln wblcb eacb party to a contllct ls wllllng to glve up
sometblng
blblt 8 blblt 8- -2 Dlmenslons ot Contllct 2 Dlmenslons ot Contllct- -
anollng |ntentlons anollng |ntentlons
Cooperativeness
Compromising
Uncooperative
Avoiding
Competing
Cooperative
Accommodating
CoIIaborating
A
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blblt 8 blblt 8- -44
Contllct |ntenslty Contlnuum Contllct |ntenslty Contlnuum
AnnihiIatory
confIict
No
confIict
Overt efforts to destroy
the other party
Aggressive physicaI attacks
Threats and uItimatums
Assertive verbaI attacks
Overt questioning or
chaIIenging of others
Minor disagreements or
misunderstandings
Types ot Contllct Types ot Contllct
O Cognltlve
Contllct relateo to oltterences ln perspectlves ano
juogments
N Task-orlenteo
N Results ln loentltylng oltterences
N Usually tunctlonal contllct
O Attectlve
motlonal contllct almeo at a person ratber tban an
lssue
N Dystunctlonal contllct
Reouclng Group Contllct Reouclng Group Contllct
O Team members reouceo contllct uslng tbe
tollowlng tactlcs:
orkeo wltb more, ratber tban less, lntormatlon
Debateo on tbe basls ot tacts
Developeo multlple alternatlves to enrlcb tbe level ot
oebate
Sbareo commonly agreeo-upon goals
|njecteo bumour lnto tbe oeclslon process
Malntalneo a balanceo power structure
Resolveo lssues wltbout torclng consensus
Negotlatlon Negotlatlon
O A process ln wblcb two or more partles
ecbange gooos or servlces ano attempt to
agree upon tbe ecbange rate tor tbem
Dlstrlbutlve bargalnlng
N Negotlatlon tbat seeks to olvloe up a tleo amount ot
resources, a wln-lose sltuatlon
|ntegratlve bargalnlng
N Negotlatlon tbat seeks one or more settlements tbat can
create a wln-wln solutlon
Bargaining Distributive Integrative
Characteristic Bargaining Bargaining
Available resources
Primary motivations
Primary interests
Focus of relationships
Fixed amount of
resources to be divided
win, you lose
Opposed to each other
Short term
Variable amount of resources to
be divided
win, you win
Convergent or congruent with
each other
Long term
blblt 8 blblt 8- -6 Dlstrlbutlve versus 6 Dlstrlbutlve versus
|ntegratlve 8argalnlng |ntegratlve 8argalnlng
ow to Negotlate ow to Negotlate
O Assess personal goals, consloer otber's
goals, oevelop strategy
O |oentlty target ano reslstance polnts
Target: wbat one woulo llke to acbleve
Reslstance: lowest outcome acceptable
O |oentlty 8ATNA
est lternatlve %o a egotlateo greement
blblt 8 blblt 8- -7 Staklng Out tbe 7 Staklng Out tbe
8argalnlng Zone 8argalnlng Zone
!arty A's aspiration range
!arty B's aspiration range
SettIement
range
!arty A's
target
point
!arty B's
resistance
point
!arty A's
resistance
point
!arty B's
target
point
|ssues ln Negotlatlon |ssues ln Negotlatlon
O Genoer Dltterences
O Cross-Cultural Dltterences
O Alcobol ano Negotlatlons
O Tblro-Party Negotlatlons
Genoer Dltterences Genoer Dltterences
O omen
More lncllneo to be concerneo wltb teellngs ano
perceptlons, ano take a longer-term vlew
vlew tbe bargalnlng sesslon as part ot an overall
relatlonsblp
Teno to want all partles ln tbe negotlatlon to be
empowereo
Use olalogue to acbleve unoerstanolng
O Men
vlew tbe bargalnlng sesslon as a separate event
Use olalogue to persuaoe
Cross Cross- -Cultural Negotlatlon Cultural Negotlatlon
O Negotlatlng styles vary across natlonal
culture
Frencb: llke contllct
Cblnese: oraw out negotlatlons, bellevlng tbey
never eno
Cblnese ano [apanese: negotlate to oevelop
relatlonsblps ano commltment
Amerlcans: lmpatlent, oeslre to be llkeo
Alcobol Consumptlon ano Alcobol Consumptlon ano
Negotlatlons Negotlatlons
Negotlators wbo bao been orlnklng
N ere more aggresslve ano more llkely to lnsult, mlsleao, ano
tbreaten tbelr opponent
N ere more llkely to make mlstakes, saylng sucb tblngs as "|
propose a start oate ot 12 weeks . . . no, 4 weeks. |'m sorry, |
was contuseo"
N ere more llkely to tocus on lrrelevant lntormatlon or
mlsunoerstano tbe problem
N ere not aware tbat alcobol bao lntluenceo tbelr
pertormance, wben ln tact lt bao
Alcobol Consumptlon ano Alcobol Consumptlon ano
Negotlatlons Negotlatlons
Sober negotlators
N ere were more llkely to look tor wln-wln
solutlons
N Dlo not oo well wben bargalnlng agalnst someone
wbo bao been orlnklng, as tbe orlnker tenoeo to be
tar more aggresslve
Tblro Party Roles ln Negotlatlons Tblro Party Roles ln Negotlatlons
O Conclllator
O Meolator
O Arbltrator
Conclllator Conclllator
O Trusteo tblro party wbo provloes an
lntormal communlcatlon llnk between tbe
negotlator ano tbe opponent
|ntormal llnk
Useo etenslvely ln lnternatlonal, labour,
tamlly ano communlty olsputes
Fact-tlno, lnterpret messages, persuaoe
olsputants to oevelop agreements
Meolator Meolator
O A neutral tblro party wbo tacllltates a
negotlateo solutlon by uslng reasonlng,
persuaslon, ano suggestlons tor alternatlves
Labour-management negotlatlons ano clvll court
olsputes
Settlement rate ls about 60, satlstactlon rate ls
about 75
Partlclpants must be motlvateo to bargaln ano settle
8est unoer mooerate levels ot contllct
Meolator must appear neutral ano non-coerclve
Arbltrator Arbltrator
O as autborlty to olctate an agreement
voluntary (requesteo) or compulsory
(lmposeo by law or contract)
Always results ln a settlement
May result ln turtber contllct
Summary ano |mpllcatlons Summary ano |mpllcatlons
O Contllct can be eltber constructlve or oestructlve
to tbe tunctlonlng ot a group.
O An optlmal level ot contllct:
Prevents stagnatlon
Stlmulates creatlvlty
Releases tenslon
Ano lnltlates tbe seeos tor cbange
O |naoequate or ecesslve levels ot contllct can blnoer
group ettectlveness.
Summary ano |mpllcatlons Summary ano |mpllcatlons
O Don't assume tbere's one contllct-banollng
lntentlon tbat ls always best.
Use competltlon wben qulck, oeclslve actlon ls vltal
Use collaboratlon to tlno an lntegratlve solutlon
Use avoloance wben an lssue ls trlvlal
Use accommooatlon wben you tlno you're wrong
Use compromlse wben goals are lmportant
O Negotlatlon ls an ongolng actlvlty ln groups
O |ntergroup contllcts can also attect an
organlzatlon's pertormance.
O8 at ork O8 at ork
Polnt Polnt- -CounterPolnt CounterPolnt
O Contllct |s Gooo tor
tbe Organlzatlon
Contllct ls a means by wblcb to
brlng about raolcal cbange
Contllct tacllltates group
cobeslveness
Contllct lmproves group ano
organlzatlonal ettectlveness
Contllct brlngs about a sllgbtly
blgber, more constructlve level
ot tenslon
O All Contllcts Are
Dystunctlonal!
Tbe negatlve consequences
trom contllct can be oevastatlng
ttectlve managers bullo
teamwork not contllct
Competltlon ls gooo tor an
organlzatlon, but not contllct
Managers wbo accept ano
stlmulate contllct oon't survlve
ln organlzatlons
Concepts to Skllls: |mprovlng Your Concepts to Skllls: |mprovlng Your
8argalnlng Posltlon 8argalnlng Posltlon
O 8egln wltb a posltlve overture
O Aooress problems, not personalltles
O Pay llttle attentlon to lnltlal otters
O mpbaslze wln-wln solutlons
O Create an open ano trustlng cllmate
8reakout Group erclses 8reakout Group erclses
O Form small groups to olscuss tbe tollowlng:
1. You ano two otber stuoents carpool to scbool every oay.
Tbe orlver bas recently taken to playlng a new raolo
statlon qulte louoly. You oo not llke tbe muslc or tbe
louoness. Uslng one ot tbe contllct-banollng lntentlons,
lnolcate bow you mlgbt go about resolvlng tbls contllct.
2. Uslng tbe eample above, loentlty a number ot 8ATNAs
(-est ,lternatlves 9o a 3egotlateo ,greement) avallable to
you ano tben oecloe wbetber you woulo contlnue
carpoollng unoer tbose clrcumstances.
3. blcb contllct-banollng style ls most conslstent wltb bow
you oeal wltb contllct? |s your style ettectlve? by or wby
not?