Chapter 9: Conflict and Negotiation Flashcards
Conflict Types (3)
Task, Relational, Process
Task Conflict
related to the content and goals of the work.
Task Conflict:
1. Conflict among top management teams associated with?
2. Conflict among low-level employees is associated with?
- higher performance
- Lower performance
What is best intensity level for conflict and what is worse
Moderate best and worse is low or high
Relationship Conflict:
focuses on relationships and often takes the form of personality clashes as well as interpersonal disagreements
Tips to handle relationship conflict (3)
- Communicate directly with the other person to resolve perceived conflict
- Avoid dragging other co-workers into the conflict
- seek help from direct supervisors or human resource specialists
If not involved in relationship conflict then (3)
- Do not take sides
- Suggest parties work things out themselves
- Refer the problem to upper management or supervisors
Process Conflict and what conflict can it sometimes turn into
Delegation and role conflicts. Highly personalized and transform into relationship conflict
Sources of conflict with communication (2)
- Semantic difficulties, noise in communication channels
- too little or too much communication
Sources of Conflict - Structure:
Groups and level of conflict and tasks
Age and level of turnover
Larger groups = highly specialized tasks,
younger members = high turnover
Sources of Conflict - Ambiguity Responsibility and conflict
Higher ambiguity leads to greater potential for conflict
Sources of Conflict - Leadership Style
Manager exert tight control, leave employees w/ little discretion
Sources of Conflict - Zero-sum reward systems:
employees need to compete and sometimes unethically
Sources of Conflict - Diversity of goals
various goals, and objectives to meet this year, must order
Personal and conflict variables (3)
Personality, emotion and value
Conflict resolution bound - Cooperativeness
one party attempts to satisfy other party’s concerns
Conflict resolution bound - Assertiveness
one party attempts to satisfy their concerns over others
Avoiding: and resolution bound
Issue is trivial and symptom, no chance you will win, other in better position to resolve, need more time
low assertive and low cooperativeness
Yielding and resolution bound
Other’s needs or group goals more important than yours, build-bank, harmony
low assertive and high cooperativeness
Compromising and resolution bound
issue moderate importance, halfway point, equal power, speed is vital
mid assertive and mid cooperativeness
Forcing and resolution bound
Issue & speed of high importance, future relationship unimportant, high power
high assertive and low cooperativeness
Problem Solving and resolution bound
Issue is high importance, common enemy/concerns, trust is high to allow for exchange sharing, so time pressure, integration/collaboration
high assertive and high cooperativeness
Conflict Resolution: Structural approach - Expansion of Resources
Conflict due to limited resources then expansion is win-win solution
Conflict Resolution: Structural approach - Authoritative Control
Management use formal authority to resolve conflict
Conflict Resolution: Structural approach - Altering Human Control
Conflicts caused by attitudes and behaviours human relations training can be a solution
Conflict Resolution: Structural approach - conflict and solution
Conflicts caused by organizational structure, conflicts may be solved by job redesign or transfers
Third Party Conflict Resolution - Mediator
neutral third party who facilitates a negotiated solution by using reasoning, persuasion and suggestions for alternatives
Third Party Conflict Resolution - Arbitrator
Appointed by parties, have authority to dictate an agreement for the conflict, voluntary or assigned
Third Party Conflict Resolution - Conciliator
provide an informal communication link between the parties involved, get parties to talk
Third Party Conflict Resolution - Consultant
Skilled and impartial, attempt to facilitate problem-solving through communication and analysis, aided by knowledge of conflict management. Parties improve relationship and focus
Negotiation
A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them
5 Steps to negotiate
- Developing a Strategy
- Definition of ground rules
- Clarification and justification
- Bargaining and problem solving
- Closure and implementation – Distributive bargaining
Negotiation - 1. Developing a Strategy - Issued
item specifically placed on bargaining table for discussion
Negotiation - 1. Developing a Strategy - Position
individual stand on issue
Negotiation - 1. Developing a Strategy - Interest
concern or affect by negotiation result
Negotiation - 1. Developing a Strategy - Aspiration or Bargaining range (2 points)
Target and Resistance point
Target Point
ideal and realistic outcome
Resistance Point
when you walk away
BATNA and what is
Best alternative to a negotiated agreement - backup or counter offer
Negotiation - 2. Defining Ground Rules
Reach agreement with the other party regarding the details about the negotiation
Negotiation - 3. Clarification and Justifications
Opportunity for both parties to explain, amplify, clarify, bolster and justify demands
Negotiation - Persuasion Process
Convince other party about why your demands are legitimate and important to fulfill
Negotiation: 4. Bargaining and Problem Solving
relationship between compete and collaborate to compromise and accomodate
Competing and collaborating strategies in negotiations tend to result in better outcomes than compromising and accommodating strategies
Negotiation: 5. Closure and Implementation of the deal
Finalizing negotiation involving laying out specifics in a contract or handshake
Types of negotiation: Distributive Bargaining and example
Negotiations that seek to divide up a fixed amount of resources,
etc when two employees need to decide how they split a $10,000 bonus
Distributive Bargaining: How to succeed (2)
- reasonable first offer -> shows power and triggers anchoring bias (people fixate on information presented to them)
- Reveal a deadline -> speed the process, apply pressure
Types of negotiation: Integrative Bargaining and example
Negotiation strategy in which parties collaborate to find “win-win” solution to their disputes
example: wanting to maintain long-term relationship with party
Integrative Bargaining and how to succeed (2-4)
- Negotiate in teams achieves more integrative agreements
- Put more issues on table (ideas generated)
- Focus on interests of each party
- Avoid compromise, you want Win-WIN
