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Chapter 13 - Conflict & Negotiation

This chapter discusses conflict and negotiation in organizations. It defines conflict and examines different views of conflict, as well as sources and stages of the conflict process. The chapter also distinguishes between task, relationship, and process conflict. It explores the five conflict-handling intentions and the differences between distributive and integrative bargaining. The chapter then outlines the five steps in the negotiation process and how personality, gender, and culture can influence negotiation. It concludes by providing implications for managers in both managing conflict and improving negotiation skills.

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500 views24 pages

Chapter 13 - Conflict & Negotiation

This chapter discusses conflict and negotiation in organizations. It defines conflict and examines different views of conflict, as well as sources and stages of the conflict process. The chapter also distinguishes between task, relationship, and process conflict. It explores the five conflict-handling intentions and the differences between distributive and integrative bargaining. The chapter then outlines the five steps in the negotiation process and how personality, gender, and culture can influence negotiation. It concludes by providing implications for managers in both managing conflict and improving negotiation skills.

Uploaded by

Tan Wei
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
You are on page 1/ 24

Essentials of Organizational Behavior, 9/e

Stephen P. Robbins/Timothy A. Judge

Chapter 13
Conflict and Negotiation
13-1
After studying this chapter, you
should be able to:

1. Define conflict
2. Differentiate between the traditional, human
relations, and interactionist views of conflict
3. Contrast task, relationship and process conflict
4. Outline the conflict process
5. Describe the five conflict-handling intentions
6. Contrast distributive and integrative bargaining
7. Identify the five steps in the negotiation process
8. Describe whether there are individual
differences in negotiator effectiveness
13-2
Conflict

• 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.

13-3
Transitions in Conflict Thought

• Traditional View – conflict is harmful and


must be avoided
• Human Relations View – conflict is a
natural and inevitable outcome in any
group and need not be negative
• Interactionist View – conflict is encouraged
to prevent group from becoming stale

13-4
Functional vs.
Dysfunctional Conflict

• Task conflict – relates to the


content and goals of the work
• Relationship conflict –
focuses on interpersonal
relationships
• Process conflict – relates to
how the work gets done

13-5
Conflict Process

Stage I: Potential opposition


Stage II: Cognition and Personalization
Stage III: Intentions
Stage IV: Behaviors
Stage V: Outcomes

13-6
Conflict Process

13-7
Stage I: Potential Opposition

• Sources of conflict:
 Communication
 Structure
 Personal Variables

13-8
Stage II: Cognition and
Personalization

• Potential for opposition becomes realized


• When individuals become emotionally
involved - parties experience anxiety,
tension, frustration, or hostility

13-9
Stage III: Intentions

• Competing
• Collaborating
• Avoiding
• Accommodating
• Compromising

13-10
Intentions

13-11
Stage IV: Behavior

• Where conflict becomes visible


• Are usually overt attempts to implement
each party’s intentions
• A dynamic process that moves along a
continuum of intensity

13-12
Stage V: Outcomes

• Functional Outcomes – Conflict is constructive


when it:
 Improves the quality of decisions
 Stimulates creativity and innovation
 Encourages interest and curiosity among group
members
• Dysfunctional Outcomes – uncontrolled
opposition breeds discontent, which acts to
dissolve common ties, and eventually leads to
the destruction of the group

13-13
Creating Functional Conflict

• Managers can reward


dissent and punish conflict
avoiders

13-14
Negotiation

• Process in which two


or more parties
exchange goods or
services and attempt to
agree on the exchange
rate for them

13-15
Bargaining Strategies

13-16
The Negotiation Process

13-17
Individual Differences in
Negotiation

• Personality
• Gender
• Cultural

13-18
Personality

• The best distributive bargainer appears to


be a disagreeable introvert (avoids social contact)
• Those who can check their egos at the
door are able to negotiate better
agreements

13-19
Gender Differences
in Negotiation

• Men have been found to negotiate better


outcomes than women, although the
difference is relatively small
• Women may unduly penalize themselves
by failing to engage in negotiations when
such action would be in their best interest

13-20
Cultural Differences in
Negotiations

• Cultural context significantly influences...


 The amount and type of preparation for
bargaining
 The relative emphasis on task versus
interpersonal relationships
 The tactics used
 Where the negotiation should be conducted

13-21
Implications for Managers:
Managing Conflict

• Competition
• Collaboration
• Avoidance
• Accommodation
• Compromise

13-22
Implications for Managers:
Improving Negotiation Skills

• Set Ambitious Goals


• Pay Little Attention to Initial Offers
• Research Your Opponent
• Address the Problem, Not the Personalities
• Be Creative and Emphasize Win-Win
Solutions

13-23
Let’s Negotiate

13-24

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