Organizational behavior conflict and negotiation ppt

Conflict and Negotiations

Organizational Behavior

Organizational Behavior by OpenStax, 2019

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Welcome to Chapter 14 – Conflict and Negotiations from our Organizational Behavior textbook.

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Learning Objectives

How do you recognize and resolve short- and long-term conflicts among group members and among groups?

How does conflict arise in organizations?

When and how do you negotiate, and how do you achieve a mutually advantageous agreement?

How do you recognize and respond to cultural differences in negotiation and bargaining strategies?

Organizational Behavior by OpenStax, 2019

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The four leaning objectives for this chapter are…

How do you recognize and resolve short- and long-term conflicts among group members and among groups?

How does conflict arise in organizations?

When and how do you negotiate, and how do you achieve a mutually advantageous agreement?

How do you recognize and respond to cultural differences in negotiation and bargaining strategies?

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Contents

Conflict in Organizations: Basic Considerations

Causes of Conflict in Organizations

Resolving Conflict in Organizations

Negotiation Behavior

Organizational Behavior by OpenStax, 2019

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The chapter is organized into four sections that align with the learning objectives…

Conflict in Organizations: Basic Considerations (defining conflict and discussing the types and levels of conflict);

Causes of Conflict in Organizations (discussing the Five Modes of Resolving Conflict);

Resolving Conflict in Organizations (distinguishing strategies that seldom work, strategies that prevent conflict, and strategies that reduce conflict); and

Negotiation Behavior (considering stages of negotiation, bargaining strategies, and negotiation planning).

…we will also touch on the TedTalk, ‘Dare to disagree’, By Margaret Heffernan.

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Conflict in Organizations: Basic Considerations

Organizational Behavior

Organizational Behavior by OpenStax, 2019

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In Conflict in Organizations: Basic Considerations, we will define conflict and discuss the types and levels of conflict.

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Conflict in Organizations

Conflict as the process by which individuals or groups react to other entities that have frustrated, or are about to frustrate, their plans, goals, beliefs, or activities

Types of Conflict:

Goal conflict can occur when one person or group desires a different outcome than others do

Cognitive conflict can result when one person or group holds ideas or opinions that are inconsistent with those of others

Affective conflict is seen in situations where two individuals simply don’t get along with each other

Behavioral conflict exists when one person or group does something (i.e., behaves in a certain way) that is unacceptable to others

Levels of Conflict:

Intrapersonal conflict is conflict within one person

Conflict can also take form in an interpersonal conflict, where two individuals disagree on some matter

Conflict can be found between groups; intergroup conflict usually involves disagreements between two opposing forces over goals or the sharing of resources

Inter-organizational conflict in disputes between two companies in the same industry, two companies in different industries or economic sectors, and even between two or more countries

Conflict can be either functional or dysfunctional depending upon the nature of the conflict, its intensity, and its duration

Organizational Behavior by OpenStax, 2019

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Conflict occurs when you are frustrated, or are about to be frustrated, in your plans, goals, beliefs, or activities. Whether it is someone cutting in front of you in line, an instructor giving you a poor grade, a friend dating your partner, or debating politics in class…you have the potential for a conflict.

Conflict can be categorized into 4 base types:

Goal conflict occurs when one person or group desires a different outcome (such as one doctor recommending a patient be discharged, while another one wants the patient to extend her or his stay);

Cognitive conflict can result when one person or group holds ideas or opinions that are inconsistent with those of others (we often see this manifest in academia between the administration, the faculty and the students);

Affective conflict is when two individuals simply don’t get along with each other (I remember two friends in college in our group, and we kept trying to get them to get along, but they finally just said, ‘we just don’t like each other’…and that was the end of it); and

Behavioral conflict which exists when one person or group does something that is unacceptable to others (such as kids egging a house or a factory in a small-town shuts down).

Conflict can also be examined by one of 4 levels:

Intrapersonal conflict is conflict within a person (such as a conflict between being an accountant or a counselor);

Interpersonal conflict is when two or more individuals disagree (such as a couple arguing over where to go to dinner);

Intergroup conflict is between two or more groups over goals or resources (such as accounting wanting to make sure all customers go through a rigorous credit check; but sales wanting a more expedited process); and

Inter-organizational conflict or disputes between two companies (such as between Google and Microsoft).

Keep in mind, although in the past, behavioral scientists believed conflict at work was inherently bad, we now differentiate between functional conflict (which is about goals or process) and can be beneficial to problem solving; and dysfunctional conflict (which is more personal) and inherently problematic. Managers also must consider the intensity and duration of the conflict, as lengthy, energized conflict, even if potentially functional can easily become dysfunctional.

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Causes of Conflict in Organizations

Organizational Behavior

Organizational Behavior by OpenStax, 2019

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In Causes of Conflict in Organizations, we will discuss the Five Modes of Resolving Conflict.

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Conflict Modes

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Organizational Behavior by OpenStax, 2019

The Conflict Modes are tendencies or inclinations that individuals have when responding to a perceived conflict. Much like personality, we can all exhibit each of the modes at different times, but all things being equal, people tend to have one preferred style of dealing with conflict.

The conflict style is the extent to which someone is interested in satisfying his or her own concerns—called assertiveness—and the extent to which a person is interested in helping satisfy the other person’s concerns—called cooperativeness…resulting in five (5) distinct styles…

Competing is pursuing your own concerns at the expense of others…think of a sports match, where one team will win, and one team will lose;

Accommodating is neglecting your own concerns to satisfy others…think of a volunteer, holding the door open for someone, or buying the person behind you a cup of coffee;

Avoiding is deciding not to pursue your own or others concerns…such as sidestepping an issue or removing yourself from the situation;

Compromising is trying to find an expedient, acceptable solution for everyone…it means splitting the difference, such as kids at a lemonade stand who split the profits equally; and finally there is

Collaborating is attempting to work with others to find mutual gain…here you are trying to meet the needs of both parties, yourself and the other person…for example, if you and your partner are buying a house, and you want an office but your partner wants a guest bedroom, then finding a home with 2-spare rooms can satisfy both parties.

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Compromise

50/50

Competing

(Assertive/Uncooperative)

Collaborating

(Assertive/Cooperative)

Avoiding

(Unassertive/Uncooperative)

Accommodating

(Unassertive/Cooperative)

Resolving Conflict in Organizations

Organizational Behavior

Organizational Behavior by OpenStax, 2019

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In Resolving Conflict in Organizations, we will distinguish strategies that seldom work, strategies that prevent conflict, and strategies that reduce conflict.

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Resolving Conflict in Organizations

Strategies that Seldom Work:

Non-action

Administrative Orbiting

Due Process Non-action

Secrecy

Character Assassination

Strategies for Preventing Conflict:

Emphasizing organization-wide goals and effectiveness

Providing stable, well-structured tasks

Facilitating intergroup communication

Avoiding win-lose situations

Strategies for Reducing Conflict:

Physical separation

Use of rules and regulations

Limiting intergroup interaction

Use of integrators

Confrontation and negotiation

Third-party consultation

Rotation of members

Identification of interdependent tasks and superordinate goals

Use of intergroup training

Organizational Behavior by OpenStax, 2019

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Strategies that Seldom Work include…

Non-action or not doing anything, hoping the conflict will go away;

Administrative Orbiting or acknowledge that a problem exists but then take little serious action;

Due Process Non-action or hiding behind an elaborate process or procedure to address the conflict;

Secrecy or keeping the issues confidential and limiting who is aware of the conflict; and finally

Character Assassination or dismissing the person who has the issues.

Strategies for Preventing Conflict, include…

Emphasizing organization-wide goals and effectiveness - Focusing on organization-wide goals and objectives should prevent goal conflict;

Providing stable, well-structured tasks – Since conflict is most likely to occur when task uncertainty is high; specifying or structuring jobs minimizes ambiguity;

Facilitating intergroup communication - Efforts to increase the dialogue among groups and to share information; and

Avoiding win-lose situations – Trying to collaborate for win-win options.

Finally, Strategies for Reducing Conflict, include…

Physical separation;

Use of rules and regulations;

Limiting intergroup interaction;

Use of integrators (Integrators are individuals who are assigned a boundary-spanning role between two groups or departments);

Confrontation and negotiation;

Third-party consultation;

Rotation of members;

Identification of interdependent tasks and superordinate goals; and

Use of intergroup training.

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Negotiation Behavior

Organizational Behavior

Organizational Behavior by OpenStax, 2019

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In Negotiation Behavior, we will consider stages of negotiation, bargaining strategies, and negotiation planning.

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Negotiation Behavior

Negotiation is the process by which individuals or groups attempt to realize their goals by bargaining with another party who has at least some control over goal attainment

Stages of Negotiation:

Non-task time

Information exchange

Influence and persuasion

Closing

Bargaining Strategies:

Distributive Bargaining is “win-lose” bargaining

Integrative Bargaining is often described as the “win-win” approach

Negotiation Planning:

Understand the basic nature of the conflict. What are the primary areas of agreement and disagreement?

What exactly do you want out of this negotiation? What are your goals?

How will you manage the negotiation process?

Do you understand your opponent?

Resistance price is the point beyond which the opponent will not go to reach a settlement

BATNA is the “Best Alternative To a Negotiated Agreement”

Organizational Behavior by OpenStax, 2019

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Negotiation is the process by which we resolve conflict, and has four stages, two strategies, and a process of identifying one’s desired goals.

The Stages of Negotiation, include…

Non-task time - During the first stage, the participants focus on getting to know and become comfortable with each other and do not focus directly on the task or issue of the negotiation;

Information exchange - The second stage of negotiations involves the exchange of background and general information;

Influence and persuasion - The third stage involves efforts to influence and persuade the other side. Generally, these efforts are designed to get the other party to reduce its demands or desires and to increase its acceptance of your demands or desires; and finally there is the…

Closing - The final stage of any negotiation is the closing. The closing may result in an acceptable agreement between the parties involved or it may result in failure to reach an agreement.

The two Bargaining Strategies, are…

Distributive Bargaining is “win-lose” bargaining

Integrative Bargaining is often described as the “win-win” approach

Finally, in Negotiation Planning, you want to identify what you are trying to get out of the negotiation process.

Understand the basic nature of the conflict. What are the primary areas of agreement and disagreement?

What exactly do you want out of this negotiation? What are your goals?

How will you manage the negotiation process?

Do you understand your opponent?

It is also important to establish your resistance price or the point beyond which the opponent will not go to reach a settlement; which then leads to your…

BATNA or the “Best Alternative To a Negotiated Agreement”, which are your options if negotiation fails.

A good example is buying a car, which is inherently, distributive bargaining or ‘win-lose’ as you want the best car for the best price. Understanding your budget, or resistance price is key. As is understanding your BATNA, such as taking the bus or Uber, the car you have, or a cheaper (but sufficient) model for your needs.

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Margaret Heffernan Dare to disagree

Organizational Behavior

https://www.ted.com/read/ted-studies/management

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Margaret Heffernan, ‘Dare to disagree’, June 2012

https://www.ted.com/talks/margaret_heffernan_dare_to_disagree

Finally, let’s consider the TedTalk by Margaret Heffernan, ‘Dare to disagree’…

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Dare to disagree

Openness alone can’t drive change

Model of Collaboration

Actively sought disinformation

Creating conflict around theories

Only by not being proven wrong, do you have confidence you are right

Constructive conflict

Find people who are different from ourselves

Be prepared to change our minds

Openness isn’t the end, it is the beginning

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https://www.ted.com/read/ted-studies/management

In dare to disagree, Margaret Heffernan, claims that Openness alone can’t drive change, and provides a model of collaboration that includes…

Actively seek disinformation (that is looking for information that is contrary to your opinion, for example, if you are interviewing a candidate, but find, after your first impression, that you don’t support the individual, then trying to find behaviors you can support from the person); and

Create conflict around theories (that is, consider what you believe and why, what is the underlying theory driving those beliefs, and critically evaluate those beliefs); for it is…

Only by NOT being proven wrong, do you have confidence that you are right!

In addition, developing, Constructive conflict, which requires that we…

Find people who are different from ourselves (think back to your discussions on diversity); and that we

Be prepared to change our minds (being open to disinformation and conflict).

Remember that Openness isn’t the end; it is the beginning.

And that concludes the presentation for Chapter 14 – Conflict and Negotiations.