Gholipour A Organizational Behavior. University of Tehran.

Organizational Behavior: Conflict and Negotiation Gholipour A Organizational Behavior. University of Tehran.

Conflict Functional (Constructive) conflict serves the organization’s interests while dysfunctional conflict threatens the organization’s interests. Conflict: “The process in which one party perceives that its interests are being opposed or negatively affected by another party.” Gholipour A Organizational Behavior. University of Tehran.

Brown’s Conflict Continuum Gholipour A Organizational Behavior. University of Tehran.

© 2005 Prentice Hall Inc. All rights reserved. Conflict and Unit Performance Gholipour A Organizational Behavior. University of Tehran.

TraditionalTraditional Transitions in Conflict ThoughtTransitions Thought HumanRelationsHumanRelations InteractionistInteractionist Gholipour A Organizational Behavior. University of Tehran.

The Conflict Process Gholipour A Organizational Behavior. University of Tehran.

The Conflict Process Sources of Conflict Manifest Conflict Outcomes Perceived Conflict Felt Conflict Gholipour A Organizational Behavior. University of Tehran.

A Conflict Model Latent Conflict: Latent conflict is essentially conflict waiting to happen. Felt Conflict: Felt conflict is experienced as discomfort and tension. Perceived Conflict: Perceived conflict is the awareness that we are in a conflict situation. Manifest Conflict: After conflict is perceived and felt, it may or may not become open, or manifest. Conflict Aftermath: Conflict is likely to breed more conflict and, when it does, that conflict is likely to take on a life of its own. Gholipour A Organizational Behavior. University of Tehran.

Outcomes of Conflict Functional Outcomes from Conflict –Increased group performance –Improved quality of decisions –Stimulation of creativity and innovation –Provision of a medium for problem-solving –Creation of an environment for self-evaluation and change Gholipour A Organizational Behavior. University of Tehran.

Outcomes of Conflict Dysfunctional Outcomes from Conflict –Development of discontent –Reduced group effectiveness –Retarded communication –Reduced group cohesiveness –Infighting among group members overcomes group goals Gholipour A Organizational Behavior. University of Tehran.

Types of Conflict Line – Staff Conflict Intrapersonal Conflict Approach-Approach Approach - Avoidance Avoidance – Avoidance Interpersonal Conflict Intergroup Conflict Cross – Cultural Conflict Task Conflict Gholipour A Organizational Behavior. University of Tehran.

Antecedents of Conflict 1.Incompatible personalities or value systems. 2.Overlapping or unclear job boundaries. 3.Competition for limited resources. 4.Interdepartment /intergroup competition. 5.Inadequate communication. 6.Interdependent tasks. 7.Organizational complexity. 8.Unreasonable or unclear policies, standards, or rules. 9.Unreasonable deadlines or extreme time pressure. 10.Collective decision making. 11.Decision making by consensus. 12.Unmet expectations. 13.Unresolved or suppressed conflict. Gholipour A Organizational Behavior. University of Tehran.

Sources of Conflict Goal Incompatibility Different Values and Beliefs Goals conflict with goals of others Different beliefs due to unique background, experience, training Caused by specialized tasks, careers Explains misunderstanding in cross- cultural and merger relations Gholipour A Organizational Behavior. University of Tehran.

Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence Three levels of interdependence Resource ABC Pooled ABC Sequential A BC Reciprocal Gholipour A Organizational Behavior. University of Tehran.

Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence Scarce Resources Ambiguity Increases competition for resources to fulfill goals Lack of rules guiding relations Encourages political tactics Gholipour A Organizational Behavior. University of Tehran.

Sources of Conflict Goal Incompatibility Different Values and Beliefs Task Interdependence Scarce Resources Ambiguity Communication Problems Lack of opportunity --reliance on stereotypes Lack of ability -- arrogant communication heightens conflict perception Lack of motivation -- conflict causes lower motivation to communicate, increases stereotyping Gholipour A Organizational Behavior. University of Tehran.

Example of Overlapping Authorities Gholipour A Organizational Behavior. University of Tehran.

Conflict Management Styles: Orientations Win-win orientation –You believe parties will find a mutually beneficial solution to their disagreement Win-lose orientation –You believe that the more one party receives, the less the other receives –Tends to escalate conflict, use of power/politics Gholipour A Organizational Behavior. University of Tehran.

Tips for Managers Whose Employees Are Having a Personality Conflict 1.Follow company policies for diversity, anti- discrimination, and sexual harassment. 2.Investigate and document conflict. 3.If appropriate, take corrective action (e.g., feedback or B Mod). 4.If necessary, attempt informal dispute resolution. 5.Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions. Gholipour A Organizational Behavior. University of Tehran.

Minimizing Inter-group Conflict: An Updated Contact Model Conflict within the group is high There are negative interactions between groups (or between members of those groups) Influential third-party gossip about other group is negative Work to eliminate specific negative interactions between groups (and members). Conduct team building to reduce intragroup conflict and prepare employees for cross-functional teamwork. Encourage personal friendships and good working relationships across groups and departments. Foster positive attitudes toward members of other groups (empathy, compassion, sympathy). Avoid or neutralize negative gossip across groups or departments. Recommended actions: Level of perceived Inter-group conflict tends to increase when: Gholipour A Organizational Behavior. University of Tehran.

Skills and Best Practices: How to Build Cross-Cultural Relationships BehaviorRank Behavior Rank Be a good listener 1 Be sensitive to the needs of others 2 Be cooperative, rather than overly competitive 2 Advocate inclusive (participative) leadership 3 Compromise rather than dominate 4 Build rapport through conversations 5 Be compassionate and understanding 6 Avoid conflict by emphasizing harmony 7 Nurture others (develop and mentor) 8 Tie Gholipour A Organizational Behavior. University of Tehran.

Stimulating Functional Conflict Dialectic Method Devil’s Advocacy Gholipour A Organizational Behavior. University of Tehran.

Conflict Management Styles IntegratingObliging DominatingAvoiding Compromising HighLow High Low Concern for Others Concern for Self Gholipour A Organizational Behavior. University of Tehran.

Conflict Management Styles Gholipour A Organizational Behavior. University of Tehran.

Competing. Involves trying to win at the other party’s expense. Generally leads to antagonism and festering resentment. Avoiding. Attempts to avoid or smooth over conflict situations. Generally unproductive. Accommodating. Involves acceding completely to the other party’s wishes or at least cooperating with little or no attention to one’s own interests. Compromising. Involves an attempt to find a satisfactory middle ground (“split the difference”) Collaborating. This problem-solving style is mutually beneficial. Requires trust, open sharing of information, and creativity. Conflict Management Styles Gholipour A Organizational Behavior. University of Tehran.

Conflict-Handling Intention: 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. Gholipour A Organizational Behavior. University of Tehran.

Conflict-Handling Intention: 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. To work through feelings that have interfered with a relationship. Gholipour A Organizational Behavior. University of Tehran.

Conflict-Handling Intention: 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 immediate decision. When others can resolve the conflict effectively When issues seem tangential or symptomatic of other issues. Gholipour A Organizational Behavior. University of Tehran.

Conflict-Handling Intention: Accommodation When you find you’re wrong and to allow a better position to be heard. To learn, and to show your reasonableness. 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. Gholipour A Organizational Behavior. University of Tehran.

Conflict-Handling Intention: 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 competition is unsuccessful. Gholipour A Organizational Behavior. University of Tehran.

View of Ethics in Conflict Management Utilitarian Golden Rule Kantian/ Rights Enlightened Self Interest Justice Approach Gholipour A Organizational Behavior. University of Tehran.

Approaches to Conflict Resolution Reduced Conflict Improve Communications Clarify Job Responsibilities Develop Employees’ Negotiating Skills Use Third Parties as Mediators Separate Conflicting Parties Bring Parties Together to Foster Understanding and Cooperation Focus on Larger Goals Gholipour A Organizational Behavior. University of Tehran.

Communication Guidelines to Build More Productive Relationships 1.Be honest; say what’s on your mind now. Be open. 2.Be specific; provide examples. 3.Don’t use the words never and always. 4.Listen in depth; reflect and paraphrase what you hear. 5.Ask questions to clarify the meaning of what the other person is saying. 6.Focus on behavior that the other person controls. 7.Maintain good eye contact. 8.Focus on only one specific issue or behavior at a time. 9.Don’t interrupt. 10.Stay there. Don’t walk away mentally, emotionally, physically, or psychologically. 11.Be direct and tactful. 12.Use I statements rather than you statements (e.g., “When this happens, I feel …” rather than “When you do this, it makes me feel …”). 13.Don’t attack the other person by ridiculing, taunting, or otherwise being rude and hostile. 14.Don’t defend yourself by blaming others, avoiding, or withdrawing. Gholipour A Organizational Behavior. University of Tehran.

Negotiating Negotiation: “A give-and-take decision-making process involving interdependent parties with different preferences.” Gholipour A Organizational Behavior. University of Tehran.

Bargaining 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. Gholipour A Organizational Behavior. University of Tehran.

Distributive Versus Integrative 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 Gholipour A Organizational Behavior. University of Tehran.

Staking Out the Bargaining Zone Gholipour A Organizational Behavior. University of Tehran.

An Integrative Approach: Added-Value Negotiation Clarify interests. Identify options. Design alternative deal packages. Select a deal. Perfect the deal. Gholipour A Organizational Behavior. University of Tehran.

Situational Influences on Negotiation Location Physical Setting Time Investment and Deadlines Audience. Gholipour A Organizational Behavior. University of Tehran.

Decision-Making Biases That Impede Negotiations Escalation of commitment The mythical fixed pie Anchoring and adjustments Framing negotiations Availability of information The winner’s curse Overconfidence Gholipour A Organizational Behavior. University of Tehran.

Effective Negotiator Behaviours Plan and Set Goals Gather Information Communicate Effectively Make Appropriate Concessions. Gholipour A Organizational Behavior. University of Tehran.

Research your opponent Begin with a positive overture Address problems, not personalities Pay little attention to initial offers Emphasize win-win solutions Create an open, trusting climate Gholipour A Organizational Behavior. University of Tehran. Improving Negotiation Skills

THE M MM METHOD – Fisher and Ury Separate the People from the Problem Focus on Interests, Not Positions Invent Options for Mutual Gain Insist on Using Objective Criteria Gholipour A Organizational Behavior. University of Tehran.

Be punctual, adverse decision could be made during your absence Be participatory, silence means consent. Be vocal and visible Have good networking, getting support from other Parties on your position Understand other issues  decisions are made in “package deal” manner, need to judge progress of other issues under negotiation Gholipour A Organizational Behavior. University of Tehran. Some essential requirements

1. Mediation 2. Arbitration 3. Conciliation 4. Consultation Using Third-Party Negotiations Gholipour A Organizational Behavior. University of Tehran.

Unethical Negotiating Tactics 1.Lies 2.Puffery 3.Deception 4.Weakening The Opponent 5.Strengthening One’s Own Position 6.Information Exploitation 7.Nondisclosure 8.Change of Mind 9.Distraction 10.Maximization Gholipour A Organizational Behavior. University of Tehran.

Stroop Test Gholipour A Organizational Behavior. University of Tehran.

Stroop Test The automatic processing of words interferes with the task of naming the colors. Selecting an appropriate response involves conflict between the right and left half of the brain. This conflict is involved in many thought processes and emotional responses. –Source: PBS Online Gholipour A Organizational Behavior. University of Tehran.

Sellers Talking Time? What is the Structure of Talking in Negotiation? Gholipour A Organizational Behavior. University of Tehran.

Yale University (30 minute Talk) 2 nd 15 minute Gholipour A Organizational Behavior. University of Tehran.

If you think you’re too small to make an impact, try going to bed with a mosquito in the room”