A popular stereotype is that men are more cooperative and pleasant in negotiations than women.

Chapter 14: Conflict and Negotiation

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Chapter 14: Conflict and Negotiation

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Chapter Outline

Traditional and interactionist views of conflict.

Types of conflict and the loci of conflict.

Conflict process.

Distributive and integrative bargaining.

Steps of the negotiation process.

Individual differences and negotiations

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Conflict

Conflict – one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

begin the conflict process are opposition or incompatibility and interaction.

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Traditional and Interactionist Views of Conflict

The Traditional View of Conflict

The traditional view of conflict –dysfunctional

Poor communication, a lack of openness and trust between people,

Assumed all conflict was bad and to be avoided.

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Traditional and Interactionist Views of Conflict

The Interactionist View of Conflict

Encourage conflict: change and innovation.

But not all conflicts are good.

Functional conflict supports goals.

Conflicts that hinder group performance are dysfunctional or destructive forms of conflict.

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Types of Conflict

Exhibit 14-1 Conflict and Unit Performance from

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Types of Conflict and the

Types of Conflict

Task conflict relates to the content and goals of the work.

Relationship conflict focuses on interpersonal relationships.

Process conflict is about how the work gets done.

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Loci of Conflict

Loci of Conflict: 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.

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Exhibit 14-2 The Conflict Process

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The Conflict Process

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The Conflict Process

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Stage IV is where conflicts become visible

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The Conflict Process

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Stage V: Outcomes

Conflict can be functional or dysfunctional.

Conflict is constructive when it…

Improves the quality of decisions, stimulates creativity and innovation,

Conflict is destructive when it…

Breeds discontent, reduces group effectiveness, and threatens the group’s survival.

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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.

cooperative conflict styles

underlying identification to group goals

more effective than groups with a more competitive style.

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The Conflict Process

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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

work through third parties to resolve disputes

Compromise & avoidance

Individualists will be more likely to confront differences of opinion directly and openly

Compete

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The Conflict Process & Culture

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Chapter Outline

Traditional and interactionist views of conflict.

Types of conflict and the loci of conflict.

Conflict process.

Distributive and integrative bargaining.

Steps of the negotiation process.

Individual differences and negotiations

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Distributive vs Integrative Bargaining

Negotiation

process - two or more parties exchange goods or services; attempt to agree upon the exchange rate for them.

Types

Distributive vs Integrative

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Contrast Distributive versus Integrative Bargaining

Exhibit 14-5

Bargaining Characteristic Distributive Bargaining Integrative Bargaining
Goal Get as much of the pie as possible Expand the pie so that both parties are satisfied
Motivation Win–lose Win–win
Focus Positions (“I can’t go beyond this point on this issue.”) Interests (“Can you explain why this issue is so important to you?”)
Interests Opposed Congruent
Information sharing Low (Sharing information will only allow other party to take advantage.) High (Sharing information will allow each party to find ways to satisfy interests of each party.)
Duration of relationship Short term Long term
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Distributive Bargaining

Distributive (zero-sum game in a fixed pie)

Make the first offer and make it an aggressive one.

Shows power.

Establishes an anchoring bias.

Reveal a deadline.

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Exhibit 14-6 Staking Out the Bargaining Zone

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Exhibit 14-7 Integration of Two Bargaining Strategies within One Negotiation Episode

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Distributive vs Integrative Bargaining

Why not more integrative bargaining?

Parties not open with information and candid about their concerns

Lack of sensitivity by both parties to the other’s needs

Lack of trust

Unwilling to maintain flexibility.

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Distributive vs Integrative Bargaining

Why might compromise be your worst enemy in negotiating?

Reduces pressure to bargain intergratively.

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Five Steps of the Negotiation Process

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Simplified model

Do your homework

Who is involved? etc

Best Alternative To a Negotiated Agreement, or BATNA.

Who? Where? Time?

Specific procedure?

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Individual Differences Influence Negotiations

Personality Traits in Negotiation

Can you predict an opponent’s negotiating tactics if you know something about his/her personality?

The evidence says, “sort of.”

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Individual Differences Influence Negotiations

Culture in Negotiations

Do people from different cultures negotiate differently?

Effectively within cultures than between them.

In cross-cultural negotiations

high in openness.

aware of the emotional dynamics in cross-cultural negotiation.

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Individual Differences Influence Negotiations

Gender Differences in Negotiations

Men and women negotiate differently and these differences affect outcomes.

There is some merit to the popular stereotype that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men.

These gender differences can be lessened at both the organizational and individual level.

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Men and women negotiate differently and these differences affect outcomes. A popular stereotype is that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men. There is some merit to this. Men tend to place a higher value on status, power, and recognition, whereas women tend to place a higher value on compassion and altruism. Moreover, women do tend to value relationship outcomes more than men, and men tend to value economic outcomes more than women. These differences affect both negotiation behavior and negotiation outcomes.

Compared to men, women tend to behave in a less assertive, less self-interested, and more accommodating manner. However, the disparity goes even further than that. Because of the way women approach negotiation, other negotiators seek to exploit female negotiators by, for example, making lower salary offers.

So what can be done to change this troublesome state of affairs? First, organizational culture plays a role here. If an organization, even unwittingly, encourages a predominantly competitive model for negotiators, this will tend to increase gender-stereotypic behaviors (men negotiating competitively, women negotiating cooperatively), and it will also increase backlash when women go against stereotype. Second, at an individual level, women cannot directly control male stereotypes of women. Fortunately, such stereotypes are fading. However, women can control their own negotiating behavior.

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Implications for Managers

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