Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9 CHAPTERCHAPTERCHAPTERCHAPTER Intergroup Conflicts and Negotiations EXPLAIN the contemporary perspective on conflict. DISTINGUISH between functional and dysfunctional conflict. DISCUSS why intergroup conflict occurs. IDENTIFY several consequences of dysfunctional and intergroup conflict. DESCRIBE five approaches for managing conflict through resolution. DISCUSS how increased globalization has changed negotiating tactics. DISTINGUISH between win-win and win-lose negotiation. IDENTIFY the major types of third-party negotiations.

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-3 Contemporary Perspective on Intergroup Conflict CONFLICT FUNCTIONAL Confrontation between groups that enhances and benefits the organization’s performance. DYSFUNCTIONAL Confrontation or interaction between groups that harms the organization or hinders the achievement of organizational goals.

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-4 FELT Emotional involvement Stages of Conflict MANIFEST Acted upon PERCEIVED Cognitive awareness

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-5 Causes of Intergroup Conflict INTERGROUP CONFLICT Perceptual Differences Goal Differences Worker Interdependence

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-6 Worker Interdependence Occurs when two or more organizational groups must depend on one another to complete their tasks. Three Types (See Exhibit 9.2): Pooled interdependence Requires no interaction among groups Pooled performances determine overall success Sequential interdependence Requires one group to complete its task before another group can complete its task Reciprocal interdependence Requires the output of each group to serve as input to other groups

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-7 Goal Differences Sources of Conflict Mutually Exclusive Goals Limited Resources Different Time Horizons

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-8 Perceptual Differences Contributing Factors Status Incongruency Concerning the relative status of different groups Inaccurate Perceptions Concerning attempts to stereotype other groups Different Perspectives Concerning differing views of what is important

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-9 Consequences of Dysfunctional Intergroup Conflict Changes Within Groups Increased group cohesiveness Emphasis on loyalty Rise in autocratic leadership Focus on activity Changes Between Groups Distorted perceptions Negative stereotyping Decreased communication

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-10 Managing Intergroup Conflict Dominating Focus on meeting own concerns Power-oriented Force resolution on another groupAccommodating Emphasis on meeting needs of other group Minimizing own concerns Seen as “giving in” Problem Solving Emphasis on both groups’ concerns Seek an integrative solutionAvoiding Effective and appropriate in some situationsCompromising Resolution usually not ideal for both groups Good “back-up” strategy

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-11 Stimulating Constructive Group Conflict Bringing Outside Individuals into the Group Hire or transfer in someone whose attitudes, values, and background differs Altering the Organization’s Structure Reorganizing work and management to create conflict Stimulating Competition Encourage or reward conflict leading to more effective performance Making Use of Programmed Conflict Conflict that is deliberately and systematically created

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-12 At Least These Four Elements Exist:Negotiations Process in which two or more parties attempt to reach acceptable agreement in a situation characterized by some level of disagreement. Opportunistic Interaction ConflictInterdependence Possibility of Agreement

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-13 Win-Lose and Win-Win Negotiating Win-Lose Win-Win Form of zero-sum game Called distributive negotiating Quite common in organizations Positive sum approach Called integrative negotiating Works only when issues are integrative

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-14 Desired Outcomes Substantive Outcomes How the specific issue is settled Strive to gain a bigger piece of the pie Relationship Outcomes How to maintain good relations Irrespective of substantive outcome

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-15 Model for Increasing Negotiating Effectiveness Key Focus on Four Activities Obtaining substantial results Influencing the balance of power Promoting a constructive climate Obtaining procedural flexibility

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-16 Negotiating Globally Rapidly increasing numbers of global negotiations occurring Require careful attention to culture’s impact on style Researchers note some general characteristics and tendencies by culture Impacted as well by political systems, legal policies, ideology, and traditions See Exhibit 9.5

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin 9-17 Improving Negotiations Begin with a positive overture Concentrate on the negotiation issues and situational factors Try to determine opponent’s strategy Deter forces spawning competitive bargaining Use power when available Be open to third-party assistance Attend to the environment