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Chapter 10 - Contemporary Organizational Behavior: From Ideas to Action
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Description
Lecture Notes
Transcript
Copyright©2016 Education, Inc.
10-1
TOPIC SUMMARY 10
Conflict and Negotiation
Topic Summary Learning Objectives:
Identify the approaches to conflict and the conflict process.
Compare and contrast styles of conflict management along the dimensions of assertiveness and cooperativeness.
Describe conflict management techniques and their effectiveness.
Summarize the process of integrative negotiation.
List negotiation strategies.
Apply conflict and negotiation concepts to organizations.
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10-2
Conflict is
Any disagreement between two parties, although these conflicts vary by type of party, type of issue, and cause.
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10-3
Sources of Conflict
LO 1: Identify the approaches to conflict and the conflict process
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10-4
The Conflict Process
Stage One: Latent
Stage Two: Awareness
Stage Three: Felt
Stage Four: Open
Stage Five: Outcome
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10-5
Conflict Styles
LO 2: Compare and contrast styles of conflict management along with dimensions of assertiveness and cooperativeness
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10-6
Competing
Collaborating
Avoidin
A
g
ccommodatin
g
Compromising
Un
co
op
er
at
iv
e
Co
op
era
ti
ve
Un
as
sert
iv
eA
ss
ertive
ASSE
RT
IVENESS
CO
OPER
AT
IVENESS
Cognitive Framing
LO 3: Describe conflict management techniques and their effectiveness
The way a person perceives or frames information.
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10-7
Integrative Negotiation
LO 4: Summarize the process of integrative negotiation
1. Separating the people from the problem
2. Focusing on interests rather than on positions
3. Remaining open to options that provide mutual gain
4. Utilizing objective rather than subjective criteria
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10-8
Negotiation
LO 5: List negotiation strategies
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10-9
{5C22544A-7EE6-4342-B048-85BDC9FD1C3A}Interests
An underlying qualitative motivation, need, or desire. This is more of a general goal and not a specific position with an intended outcome. Some examples:
A chance to learn new skills or gain expertise
Serve the community or society at large
Improve one’s standard of living
Achieve status and fame
Issues
Items on the negotiating table which are important to meeting one or more of your interests or your opponent’s interests. Some examples:
Monetary items like salary, price, or bonus
Benefit terms
Branding terms
Creative decision-making rights
Positions
Each issue on the negotiating table has specific terms or outcomes. These opening or bottom line positions are presented during the negotiation process. Some examples:
$100,000 starting salary
Exclusive branding rights
Final say in creative decisions
A bonus if a project is completed early
Expert Contribution
LO 6: Apply conflict and negotiation concepts to organizations
Trust
Roy J. Lewicki
The Ohio State University
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10-10
Trust
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10-11
Expert Contribution
LO 6: Apply conflict and negotiation concepts to organizations
The Essentiality of “Justice" in Organizations: A Justice-as-Negotiation Perspective
Debra L. Shapiro
University of Maryland
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10-12
Justice-Perceptions
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Expert Contribution
LO 6: Apply conflict and negotiation concepts to organizations
Negotiation Traps
Kimberly D. Elsbach
University of California, Davis
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10-14
Common Traps and Avoidance
{5C22544A-7EE6-4342-B048-85BDC9FD1C3A}Name of Trap
How It Works
How to Avoid It
Anchoring
• initial offers anchor negotiators’ view of what is reasonable; higher initial offers lead to higher ultimate settlements
• know what is reasonable and do not respond to unreasonable initial offers; use pre-emptive initial offers to anchor the other party
Overconfidence
• unreasonable estimation of the correctness of one’s judgments leads negotiators to make fewer concessions and to undervalue alternatives
• be aware that overconfidence is highly likely; consider why your judgment might be wrong; approach negotiations in serious mood
Framing
negotiators are risk-seeking when offers are presented in terms of avoiding potential losses
negotiators are risk-averse when offers are presented in terms of obtaining potential gains
• re-frame offers in terms of potential gains to avoid taking undue risks or rejecting reasonable tradeoffs and concessions
Irrational Escalation
• negotiators continue a previously selected course of action beyond what is rational because they want to appear “consistent” and because they want to justify prior decisions to affirm their competence
set limits for settlements prior to the negotiation and stick with them
never agree to a deal that is worse than your BATNA
explain to others and yourself why you no longer back a prior decision to demonstrate learning
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10-16
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