Chapter 10 - Contemporary Organizational Behavior: From Ideas to Action

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. Copyright©2016 Education, Inc. 10-2 Conflict is Any disagreement between two parties, although these conflicts vary by type of party, type of issue, and cause. Copyright©2016 Education, Inc. 10-3 Sources of Conflict LO 1: Identify the approaches to conflict and the conflict process Copyright©2016 Education, Inc. 10-4 The Conflict Process Stage One: Latent Stage Two: Awareness Stage Three: Felt Stage Four: Open Stage Five: Outcome Copyright©2016 Education, Inc. 10-5 Conflict Styles LO 2: Compare and contrast styles of conflict management along with dimensions of assertiveness and cooperativeness Copyright©2016 Education, Inc. 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. Copyright©2016 Education, Inc. 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 Copyright©2016 Education, Inc. 10-8 Negotiation LO 5: List negotiation strategies Copyright©2016 Education, Inc. 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 Copyright©2016 Education, Inc. 10-10 Trust Copyright©2016 Education, Inc. 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 Copyright©2016 Education, Inc. 10-12 Justice-Perceptions Copyright©2016 Education, Inc. 10-13 Expert Contribution LO 6: Apply conflict and negotiation concepts to organizations Negotiation Traps Kimberly D. Elsbach University of California, Davis Copyright©2016 Education, Inc. 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 Copyright©2016 Education, Inc. 10-15 10-16 Copyright©2016 Education, Inc.