Robbins, Judge, and Vohra

Organizational Behavior

Conflict
Conflict and
and Negotiation
Negotiation
 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.
 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
 Transitions
Transitions in Conflict
in Conflict Thought
Thought

 THE TRADITIONAL VIEW OF CONFLICT

 THE INTERACTIONIST VIEW OF

CONFLICT
Transitions in Conflict Thought

 THE TRADITIONAL VIEW OF CONFLICT

The belief that all conflict is harmful and must be
avoided

Conflict was bad and to be avoided

it was viewed negatively and discussed with such
terms as VIOLENCE,DESTRUCTION and
IRRATIONALITY to reinforce its negative
connotation
Transitions in Conflict Thought

 THE INTERACTIONIST VIEW OF CONFLICT

the belief that conflict is not only a positive force ina
group but also an absolute necessity for a group to
perform effictively

It encourages conflict on the grounds that a harmonious

peaceful,tranquil,and cooperative group is porne to
becoming,apathetic,and unresposive to needs for change
and innovation.

functional conflict dysfunctional conflict

 Forms
Forms of Interactionist
of Interactionist Conflict
Conflict
 Types
Types of Interactionist
of 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
 Loci of Conflict
Loci of Conflict
 Another way to understand conflict is to
consider its locus, or where the conflict occurs.
 There are three basic types:
Dyadic conflict is conflict between two
people.
Intragroup conflict occurs within a group or
team.
Intergroup conflict is conflict between
groups or teams.
 
Three types of conflict and three loci of
conflict
 The
The Conflict Conflict Process
Process
 We will focus on each step in a moment…

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14-1
 Stage
Stage I:I: Potential OppositionororIncompatibility
Potential Opposition
Incompatibility
 Communication
– Semantic difficulties, misunderstandings, over communication
and “noise”, Jargons, insufficient information
 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
 Stage II: Cognition and
Stage II: Cognition 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
 Stage III:Stage 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 party’s concerns
– Assertiveness
• Attempting to satisfy one’s 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.

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 Stage IV:Stage 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. 119–40.
Conflict Management Techniques
 Stage V:Stage V: Outcomes
Outcomes
 Functional
 Dysfunctional – Increased group performance
– Development of discontent – Improved quality of decisions
– Reduced group – Stimulation of creativity and
effectiveness innovation
– Retarded communication – Encouragement of interest and
curiosity
– Reduced group
cohesiveness – Provision of a medium for
problem solving
– Infighting among group
members overcomes group – Creation of an environment for
goals self-evaluation and change
 Managing Functional Conflict
• Managing Functional Conflict
– One of the keys to minimizing counterproductive
conflicts is recognizing when there really is a
disagreement.
• Many apparent conflicts are due to people using
different language to discuss the same general course
of action.
– Successful conflict management recognizes these
different approaches.
• Attempts to resolve them by encouraging open, frank
discussion focused on interests rather than issues.
 
 Managing Functional Conflict
• Groups that resolve conflicts successfully discuss
differences of opinion openly.
– The most disruptive conflicts are those that
are never addressed directly.
• Managers need to emphasize shared interests in
resolving conflicts.
– Groups with cooperative conflict styles and an
underlying identification to group goals are
more effective than groups with a more
competitive style.
 
 Managing Functional Conflict
• Differences across countries in conflict resolution
strategies may be based on collectivistic tendencies
and motives.
– Collectivist cultures see people as deeply
embedded in social situations.
– They will avoid direct expression of conflicts,
preferring indirect methods for resolving
differences of opinion.
 
 Negotiatio Negotiation
n
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
Distributive and Integrative
Bargaining
Distributive and Integrative
Bargaining
 The Negotiation
The Negotiation Process
Process
 BATNA
– The Best Alternative
To a Negotiated
Agreement
– The lowest acceptable
value (outcome) to
an individual for
a negotiated
agreement

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14-7
 Individual DifferencesininNegotiation
Individual Differences NegotiationEffectiveness
Effectiveness
 Personality Traits
– Extroverts and agreeable people are weaker at distributive
negotiation; disagreeable introverts are best
– Perspective taking – Integrative negotiations
– Best: Competitive but empathetic. Worst: Gentle but
empathetic
 Mood and Emotion
– Ability to show anger, disappointment helps in distributive
bargaining. Anxiety worsens outcomes
– Positive moods and emotions help integrative bargaining
 Culture
– Effective within cultures. Anger - Chinese vs US
 Gender
– Men and women negotiate differently and experience different
outcomes. Popular stereotypes
 Third-Party Negotiations
Third-Party
Negotiations
 Three 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
 GlobalGlobal 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
 Summary and Managerial
Summary and 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
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14-8
 Implications for Managers
• Choose an authoritarian management style in
emergencies, when unpopular actions need to be
implemented, and when the issue is vital to the
organization’s welfare. Be certain to communicate your
logic when possible to make certain employees remain
engaged and productive.

• Seek integrative solutions when your objective is to

learn, when you want to merge insights from people
with different perspectives, when you need to gain
commitment by incorporating concerns into a
consensus, and when you need to work through feelings
that have interfered with a relationship.
 Implications for Managers
• Build trust by accommodating others when you find
you’re wrong, when you need to demonstrate
reasonableness, when other positions need to be
heard, when issues are more important to others
than to yourself, when you want to satisfy others
and maintain cooperation, when you can build social
credits for later issues, to minimize loss when you
are outmatched and losing, and when employees
should learn from their own mistakes.
 Implications for Managers
• Consider compromising when goals are important but not
worth potential disruption, when opponents with equal
power are committed to mutually exclusive goals, and when
you need temporary settlements to complex issues.

• Distributive bargaining can resolve disputes, but it often

reduces the satisfaction of one or more negotiators because
it is confrontational and focused on the short term.

• Integrative bargaining, in contrast, tends to provide

outcomes that satisfy all parties and build lasting
relationships.
Thank You