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y3s1 mpw > Ch. 11 Conflict and Negotiation in the Workplace > Flashcards

Ch. 11 Conflict and Negotiation in the Workplace Flashcards

1
Q

What is conflict?

A

Process in which one party perceives that its interested are being opposed or negatively affected by another party

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2
Q

What are the negative consequences of conflict?

A
  • Lower performance
  • Higher stress, dissatisfaction, turnover
  • Less info sharing and coordination
  • Increased organisational politics
  • Wasted resources
  • Weakened team cohesion (conflict among team members)
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3
Q

What are the positive consequences of conflict?

A 
- Better decision making
  > Tests logic of arguments
  > Questions assumptions
- More responsive to changing envmt
- Stronger team cohesion (conflict between team and outside opponents)
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4
Q

What are the two dominants types of conflict?

A

1) Task conflict (constructive conflict)

2) Relationship conflict

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5
Q

What is task conflict?

A

Occurs when people focus their discussion around the issue while showing respect for people with other points of view

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6
Q

What is process conflict?

A

Disagreements about the task or decision on how it should be done and who should perform the various task roles

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7
Q

What is relationship conflict?

A

Occurs when people focus on characteristics of other individuals, rather than on the issues, as the source of conflict

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8
Q

Why is relationship conflict dysfunctional?

A
  • Threatens self-esteem, self-enhancement and self-verification processes
  • Triggers defense mechanisms and a competitive orientation between parties
  • Reduces mutual trust
  • Escalates more easily than task conflict
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9
Q

What are the tools to minimise relationship conflict?

A

Problem: Relationship conflict often develops during task conflict

1) Emotional intelligence and emotional stability
2) Cohesive team
3) Supportive team norms

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10
Q

What are the six structural sources of conflict?

A

1) Incompatible goals: Goals of one party perceived to interfere with other’s goals
2) Differentiation: Different training, values, beliefs, and experiences
3) Interdependence: Sharing materials, information, or expertise to perform their job. Risk of conflict increases with level of interdependence
4) Scarce resources: Motivates competition for the resource
5) Ambiguous rules: Create uncertainty, higher threat to individual goals

6) Communication problems:
- Lack of opportunity to communicate
- Lack of skills to communicate diplomatically
- Less motivated to communicate during conflict

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11
Q

What is pooled interdependence?

A

When individuals operate independently except for reliance on a common resource or authority

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12
Q

What is the level of risk of conflict for different types of interdependence relationships?

A

Lowest - Pooled interdependence
Higher - Sequential interdependence, eg. assembly line
Highest - Reciprocal interdependence

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13
Q

What are the five interpersonal conflict-handling styles?

A

1) Problem solving (win-win orientation)
- Solution beneficial for both parties

2) Forcing (win-lose orientation)
- Win the conflict at other’s expense

3) Avoiding
- Smooth over or evade conflict situations altogether

4) Yielding
- Giving in completely to other’s wishes or cooperating with little or no attention to your interests

5) Compromising
- Searching for middle ground between interests of the two parties

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14
Q

What are the contingencies of problem-solving?

A

Best when:

  • Interests are not perfectly opposing
  • Parties have trust and openness
  • Issues are complex

Problems:

  • Takes time
  • Information increases other’s power
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15
Q

What are the contingencies of avoiding?

A

Best when:

  • Conflict is emotionally-charged (r/s conflict)
  • Conflict resolution would cost more than its benefits

Problems:

  • Doesn’t resolve conflict
  • Causes frustration
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16
Q

What are the contingencies of yielding?

A

Best when:

  • Other party has much more power
  • Issue is much less impt to you than other party
  • Value/Logic of your position is imperfect

Problems:

  • Increases other’s expectations
  • Imperfect solution – more conflict in long run
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17
Q

What are the contingencies of compromising?

A

Best when:

  • Parties have equal power
  • Quick solution is required
  • Parties lack trust and openness

Problems:
- Sub-optimal solution where mutual gains are possible

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18
Q

What are the cultural differences in conflict-handling styles?

A

Collectivist cultures

  • More avoiding and problem-solving
  • Be sensitive to preferred conflict handling across cultures
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19
Q

What are the gender differences in conflict-handling styles?

A
  • Men are more likely to use forcing than women
  • Female managers use avoiding more
  • Women use problem-solving, compromising and yielding slightly more
  • Reasons: Motivations or expectations to maintain relationships
20
Q

What are the structural approaches to conflict management?

A

1) Emphasise superordinate goals
- Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties

2) Reduce differentiation
- Create common experiences
- By: rotating staff to diff. depts/regions, work together on impt projects, build and maintain a strong org. culture

3) Improve communication and mutual understanding
- Contact hypothesis (meaningful interaction) and Johari window activities
- Only applied where differentiation is sufficiently low or reduced
- Collectivist and high power distance cultures less comfortable with direct and open communication

4) Reducing interdependence
- Create buffers: Mechanisms that loosens the coupling between two or more ppl/work units

  • Use integrators: Employees who coordinate the activities of work units toward the completion of a shared task of project. Reduce amount of direct interaction required between work units.
  • Combine jobs into one: Pooled > Sequential task interdependence. Reduced conflict.
    5) Increasing resources
    6) Clarifying
21
Q

What are the structural approaches to conflict management?

A

1) Emphasise superordinate goals
- Goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties

2) Reduce differentiation
- Create common experiences
- By: rotating staff to diff. depts/regions, work together on impt projects, build and maintain a strong org. culture

3) Improve communication and mutual understanding
- Contact hypothesis (meaningful interaction) and Johari window activities
- Only applied where differentiation is sufficiently low or reduced
- Collectivist and high power distance cultures less comfortable with direct and open communication

4) Reducing interdependence
- Create buffers: Mechanisms that loosens the coupling between two or more ppl/work units

  • Use integrators: Employees who coordinate the activities of work units toward the completion of a shared task of project. Reduce amount of direct interaction required between work units.
  • Combine jobs into one: Pooled > Sequential task interdependence. Reduced conflict.

5) Increasing resources
- Weigh costs versus conflict

6) Clarifying rules and procedures
- Clarify roles, responsibilities, schedules, etc

22
Q

What is third-party conflict resolution?

A

Any attempt by a relatively neutral person to help conflicting parties resolve their differences

23
Q

What are the types of third-party intervention?

A

1) Arbitration
- High decision control, low process control

2) Inquisition
- High decision control, high process control

3) Mediation
- Low decision control, high process control

24
Q

What are the factors that influence choosing the best third-party intervention strategy?

A

Depends on:

  • Type of dispute
  • Relationship between manager and employees
  • Cultural values e.g. power distance
  • Applying procedural justice practices

Generally: Mediation approach is the best

If not resolved: Arbitration. Also when org’s goals should take priority over indiv’s goals

25
Q

What is negotiation?

A

Two or more parties attempt to resolve divergent goals by redefining their terms of their interdependence

26
Q

What is the distributive approach in negotiation?

A
  • Win-lose orientation

- Most common when parties have only one item to resolve

27
Q

What is the integrative (mutual gains) approach in negotiation?

A
  • Win-win orientation
  • Negotiators believe the resource at stake are expandable
  • Multiple issues are open for discussion
28
Q

What are some contingencies for choosing distributive/integrative approach to negotiation?

A
  • Distributive: Parties have similar preferences for a limited no. of items
  • Indiv’s personality and past experience
29
Q

What are the elements of the Bargaining Zone Model of Negotiation?

A
  • Initial, target, & resistance point
  • For both you and your opponent

Illustrates distributive approach to negotiation

30
Q

Why is it important for preparation for negotiation?

A

Develop goals and understand needs

  • You and other party’s goals and underlying needs
  • Specific needs can be satisfied by different goals – avoid becoming locked into fixed goals
  • Actively consider different proposals & opportunities
31
Q

What is the initial offer point in the Bargaining Zone Model of Negotiation?

A

Each party’s opening offer to the other side

Can anchor negotiation at a higher point by reframing other party’s perception

32
Q

What are the benefits and challenges of a high initial offer point?

A

Benefits:

  • Move outcome closer to your target point
  • Cause other side to lower their resistance point

Challenge:

  • Other party breaks off negotiations
  • Forms distrust
33
Q

What is the target point in the Bargaining Zone Model of Negotiation?

A

Your realistic goal/expectation for a final agreement

Must consider alternative strategies to achieve those objectives and test underlying assumptions about situation

34
Q

What is the resistance point in the Bargaining Zone Model of Negotiation?

A

The point beyond which you will make no further concessions

Requires thoughtful comparison of how your negotiation might be achieved through other ways (BATNA)

35
Q

What is the Best Alternative To a Negotiated Agreement (BATNA)?

A

The best outcome you might achieve through some other course of action if you abandon the current negotiation

Estimates your power in the negotiation bc it represents the estimated cost to you of walking away from the r/s

Power increases by having more than one BATNA

36
Q

You have a high BATNA when…

A

Cost you very little to walk away from current negotiation

37
Q

What is the issue with BATNA?

A

Problem: People tend to overestimate their BATNA

Solution: Actively investigate multiple alternatives, not just the option being negotiated

38
Q

What are the practices involved in the negotiation process?

A

1) Gather information
2) Manage concessions
3) Manage time
4) Build the relationship

39
Q

What is the purpose of gathering information during the negotiation process?

A

Purpose: Discover other party’s needs behind stated offers and negotiation goals

40
Q

What are some information gathering strategies?

A

Strategies:

  • Listen closely to the other party
  • Ask questions and watch nonverbal communication
  • Summarise information other party presented
  • Communicate own inner thoughts or reactions to proposals
41
Q

What are the objectives of managing concessions during the negotiation process?

A

Concessions are essential

  • Reach agreement
  • Signal relative importance of issues
  • Symbolise good-faith bargaining
42
Q

What are the outcomes of successful negotiators in managing concessions during negotiation?

A
  • Make fewer, smaller, clearly-labeled concessions
  • State the other party should reciprocate
  • Use multi-issue offers (not one issue at a time)
43
Q

What are some circumstances when negotiators tend to make more concessions?

A
  • Deadline effect
  • Exploding offers (very short time to accept offers)
  • Escalation of time commitment
44
Q

What are the objectives of building relationships during negotiation?

A
  • Keep parties focused on issue rather than personalities
  • Motivates them to return to bargaining table when negotiations stall
  • Encourages parties to engage in future negotiations
  • Build trust
45
Q

What are the strategies for building trust in order to build relationships during negotiations?

A
  • Discover common backgrounds and interests
  • Manage first impressions
  • Signal trustworthiness
  • Demonstrate awareness of negotiation norms and expectations
  • Use emotional intelligence
46
Q

What are the three key situational factors of the negotiation setting?

A

1) Location
- Easier to negotiate on your own turf
- Many negotiators agree to neutral territory

2) Physical setting
- Physical distance, seating arrangements, etc.

3) Audience
- Negotiators more competitive, make fewer concessions, more assertive with an audience

47
Q

What are some occurrences for women during negotiation?

A

Women tend to:

  • Set lower target points, accept offers near their resistance points
  • Avoid engaging in negotiation
  • Receive more deceitful tactics by other negotiators
  • Be viewed less favourably when using effective negotiation tactics

Women tend to negotiate as well as men through training and experience

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