WOP Lecture 9: Conflict and negotiation Flashcards
conflict =
the process in which one party feels like their goals/interests are opposed or negatively affected by another party
belangrijke dingen van conflict
- het is dus een process
- based on perception!
- opposition of goals or interest
- only one party has to feel like it for it to be a conflict
negative outcomes of conflict
- Lower performance
- Higher stress, dissatisfaction, turnover
- Less information sharing and coordination
- More organizational politics
- Wasted resources
- Weaker team cohesion (when conflict within team)
but sometimes positive outcomes of conflict
- Better decision-making
- More conscious deliberation
- Exchange and integration different assumptions/perspectives
- Creative thinking
- More responsive to changing environment
- Stronger team cohesion (with external challenges)
task conflict
gaat over kwaliteit van ideas/arguments/povs
still show respect
avoid criticism of competence or power
relationship conflict
gaat over opponents qualities (experience, IQ or credibility)
argument winnen via undermining their credibility
relies on status
assertive behaviour
dysfunctional consequences
which dysfunctional consequences does relationship conflict trigger
triggers defense mechanisms
reduces trust: emphasizes differences in status or competence
reduces motivation to communicate
increases reliance on stereotypes
can escalate quickly
(denk aan valeria en marielle groenelaan!!)
what is a problem of task conflict
task conflict quickly transforms into relationship conflict, especially when intense. hard to separate the two. you want to defend yourself when your ideas are targeted/critisized
constructive conflict
= task conflict
conflict outcomes van de 2 conflicten
relationship conflict: straight line down, dus hoe hoger de intensiteit hoe slechter de outcomes
task conflict: halve boog, hoe hoger de intensiteit hoe beter de uitkomsten, tot midden is het optimaal en daarna geen verschil meer
dus bij task conflict is een hogere intensiteit -> betere uitkomsten!!!
wat is dus een soort van de goal
minimize relationship conflict, encourage task conflict
welke 3 factoren helpen mee met anti relationship conflict en wel task conflict
- emotional intelligence: better at regulating your own emotions and reframing others (minder hostile)
- team development: better mutual understanding, high cohesion = motivation to minimize relationship conflict
- psychological safety team norms: safe to disagree, norms encourage respect, interest and open-mindedness
the conflict process globaal
conflict sources -> conflict perceptions and emotions -> manifestation of conflict -> consequences
conflict sources
- incompatible goals
- differentiation
- interdependence
- ambiguous rules
- insufficient resources
- communication
differentiation =
different values, beliefs, experiences (gaat echt om individual characteristics, ook bijv. generational differences)
interdependence en conflict
interdependence is echt nodig voor conflict. risk of conflict increases with the level of interdependence (meer contact = meer risk of conflict)
manifest conflict
- conflict handling style
- decisions
- overt behaviour
positive consequences of conflict
+ better decisions
+ responsive firm
+ higher team cohesion
negative consequences of conflict
- worse performance
- stress
- turnover
- less coordination
- more politics
- less cohesion
incompatible goals
one party’s goals seem to interfere with another party’s goals
ambiguous rules lead to…
uncertainty, politics
communication problems
Poorly stated messages escalate conflict
Conflict causes emotive messages
Less communication amplifies conflict
conflict handling styles depend on
- Assertiveness: Motivation to realize own goals/interests
- Cooperation: Motivation to realize other’s goals/interests
conflict handling styles depend on
- Assertiveness: Motivation to realize own goals/interests
- Cooperation: Motivation to realize other’s goals/interests
interpersonal conflict handling styles model
based on assertiveness and cooporativeness
van linksboven naar rechtsonder
forcing
avoiding
compromising
problem solving
yielding
forcing =
Attempt to reach a solution that is good for own party only: win-lose orientation
underlying thought of forcing
what is good for one party, cannot be good for the other party as well
when is forcing the best
- Quick resolution required
- Your position has stronger logical or moral foundation
- Other party would take advantage of cooperation
problems of forcing
relationship conflict, damaged long-term relations
avoiding =
Pretend there is no conflict; ignore, avoid, postpone it
avoiding is best when
- Conflict is emotionally-charged (relationship conflict)
- Parties want to maintain harmony
- Cost of resolution outweighs its benefits
problems of avoiding
remains unresolved, uncertainty and frustration
yielding
Attempt to quickly reach a solution and satisfy the other party. Making unilateral concessions
yielding is best when
- Issue is less important to you than other party
- Value/logic of your position is imperfect
- Parties want to maintain harmony
- Other party has much more power
yielding problem
raises expectations of the other person
compromising =
Attempt to reach an agreement that is acceptable to all parties
All parties make small concessions
Little focus on underlying interests and needs
compromising is best when
- Single issue conflict with opposing interests
- Parties lack time or trust for problem solving
- Parties want to maintain harmony
- Parties have equal power
compromising problem
Sub-optimal solution where mutual gains are possible
problem solving =
Attempt to reach an agreement that is positive for all parties: win-win orientation
Reaching a win-win agreement: Creative solutions
Addressing underlying problems and needs by exchanging information
when is compromising the best
- Interests are not perfectly opposing
- Parties have trust/openness
- Issues are complex
- both parties have power
*keep harmony - not enough time
compromising problems
- can take a long time
- information can give someone more power
- suboptimal solution
- does not focus on underlying problems
sinaasappel problem solving
een krijgt juice, ander schil voor taart
conflict management: 6 ways targeting conflict sources
- emphasize superordinate goals
- reduce differentiation
- improve communication
- reduce interdependence
- increase resources
- clarify rules
emphasize superordinate goals
Focus on common rather than subgroup goals
Reduces goal incompatibility and may reduce differentiation
reduce differentiation
Create common experiences and mutual understanding
Methods: meaningful interaction, rotating staff through departments/regions, build a strong culture
improve communication
Exchange information about own and other’s background and viewpoints
Warning: Need to first reduce differentiation
reduce interdependence
Create buffers, split shared resources
Use integrators for between-team communication
Combine jobs into one (job enrichment)
increase resources
Weigh costs versus conflict
clarify rules
Establish rules
Clarify roles, responsibilities, schedules, etc
2 types of control during third party intervention
Process control: Extent to which third party can make decisions about the process of the
negotiation
Decision control: Extent to which third party can make content decisions with regard to the conflict
high process control
mediator (lage decision control)
inquisition (hoge decision control)
high decision control
arbitration
mediator
high process control
low decision control
inquisition
high process control
high decision control
arbitration
high decision control
low process control
inquisition
hoog op alles: dus meestal niet zo chill, geen goede evaluation.
often used by managers but with negative results and failure to adress underlying issues or reach a mutually satisfying agreement
arbitration
- Third party gives opinion and binding agreement
- Valued higher than inquisition
- Enhances feeling of procedural justice
- No feeling of ownership and influence by the parties
mediation
- Parties can make their own decision
- Valued highest, most successful (70%)
when is mediation not the best strategy
Little time
Complex problem
when is mediation not the best strategy
Little time
Complex problem
negotiation =
Try to resolve divergent goals by redefining terms of interdependence.
Discussing with someone about reaching an agreement where there is a degree of
incompatibility, but also an incentive to collaborate
(bv salary negotiations)
bargaining zone model globaal
initial - target - resistance
ZOPA = zone of potential agreement
2 negotiation approaches
- Distributive approach (Claiming value)
Win–lose orientation
Most common when the parties have only one item to resolve - Integrative (mutual gains) approach (Creating value)
Win–win orientation
Better with multiple issues of different value to each party
negotiation =
Try to resolve divergent goals by redefining terms of interdependence.
Discussing with someone about reaching an agreement where there is a degree of
incompatibility, but also an incentive to collaborate
(bv salary negotiation)
how to prepare for a negotiation
know your goals, BATNA and power
goal setting for negotiation
- decide on opening offer beforehand
- decide on resistance point beforehand
- think about what the other party will want
- first offer = anchor, will predict outcome
BATNA =
Best Alternative To a Negotiated Agreement
batna uitleg
Represents the estimated cost to you of walking away
(What is the alternative if you don’t reach an agreement)
Having more than one BATNA to a negotiation increases
your power
= de voordeligste alternatieve manier van handelen die een partij kan nemen als de onderhandelingen mislukken en er geen overeenstemming kan worden bereikt.
negotiation power
Higher with favorable sources and contingencies of power
Sources and contingencies of power also improve BATNA
Sharing information is essential for successful negotiations
what is the objective?
Objective: discover other party’s needs behind stated offers
Information gathering strategies:
Listen closely to the other party
Ask questions
Pay attention to nonverbal communication
Summarize other party’s statements
Communicate your inner thoughts/reactions to other’s proposals
consession vertaling
toegeving
what do concessions do
Concessions communicate priorities and willingness and motivation to reach an agreement
succesful negotiators…
Make fewer, smaller, and clearly-labeled concessions
State that the other party should reciprocate
Use multi-issue offers (not one issue at a time)
what happens when you manage time
- high time pressure = more concessions
- use exploding offers (= met deadline)
- high time investment = more concessions, more persistance
build the relationship
Discover common backgrounds and interests
Manage first impressions
Signal trustworthiness
Show awareness of shared negotiation norms and expectations
Use emotional intelligence
negotiation setting 3 factors:
Location: easier to negotiate on your own turf
Physical setting: seating arrangements, spacing, formality
Audience: negotiators are more competitive, make fewer concessions when audience
is watching
