Robbins, Judge, and Vohra

Organizational Behavior
14th Edition

Conflict
Conflict and
and Negotiation
Negotiation

Kelli J. Schutte
William Jewell College
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-1
Behavior, 14e
 Chapter
Chapter Learning
Learning Objectives
Objectives
After studying this chapter, you should be able to:
Define conflict.
Differentiate between the traditional, resolution focused, and
interactionist views of conflict.
Outline the conflict process.
Define negotiation.
Contrast distributive and integrative bargaining.
Apply the five steps in the negotiation process.
Show how individual differences influence negotiations.
Assess the roles and functions of third-party negotiations.
Describe cultural differences in negotiations.

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational 14-2
Behavior, 14e
 Conflict
Conflict Defined
Defined
A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about
That point in an ongoing activity when an interaction
crosses over to become an interparty conflict
Encompasses a wide range of conflicts that people
experience in organizations
Incompatibility of goals
Differences over interpretations of facts
Disagreements based on behavioral expectations

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational 14-3
Behavior, 14e
 Transitions
Transitions in
in Conflict
Conflict Thought
Thought
THE TRADITIONAL VIEW OF CONFLICT
THE INTERACTIONIST VIEW OF CONFLICT
MANAGED CONFLICT VIEW

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14-4
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 THE TRADITIONAL VIEW OF CONFLICT
The belief that all conflict is harmful and must be
avoided

Conflict was bad and to be avoided

it was viewed negatively and discussed with such
terms as VIOLENCE,DESTRUCTION and
IRRATIONALITY to reinforce its negative
connotation

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14-5
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 THE INTERACTIONIST VIEW OF CONFLICT
the belief that conflict is not only a positive force ina
group but also an absolute necessity for a group to
perform effictively

It encourages conflict on the grounds that a

harmonious peaceful,tranquil,and cooperative group is
porne to becoming,apathetic,and unresposive to needs
for change and innovation.

functional conflict
dysfunctional conflict
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14-6
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 Forms
Forms of
of Interactionist
Interactionist Conflict
Conflict

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational 14-7
Behavior, 14e
 Types
Types of
of Interactionist
Interactionist Conflict
Conflict
Task Conflict
Conflicts over content and goals of the work
Low-to-moderate levels of this type are
FUNCTIONAL

Relationship Conflict
Conflict based on interpersonal relationships
Almost always DYSFUNCTIONAL

Process Conflict
Conflict over how work gets done
Low levels of this type are FUNCTIONAL
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-8
Behavior, 14e
 The
The Conflict
Conflict Process
Process
We will focus on each step in a moment

E X H I B I T 14-1
E X H I B I T 14-1
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-9
Behavior, 14e
Copyright 2011 Pearson Education, Inc.
14-10
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Stage
Stage I:I: Potential
Potential Opposition
Opposition or
or
Incompatibility
Incompatibility
Communication
Semantic difficulties, misunderstandings, over communication and
noise
Structure
Size and specialization of jobs
Jurisdictional clarity/ambiguity
Member/goal incompatibility
Leadership styles (close or participative)
Reward systems (win-lose)
Dependence/interdependence of groups
Personal Variables
Differing individual value systems
Personality types
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-11
Behavior, 14e
 Stage
Stage II:
II: Cognition
Cognition and and
Personalization
Personalization
Important stage for two reasons:
1. Conflict is defined
Perceived Conflict
Awareness by one or more parties of the existence of
conditions that create opportunities for conflict to arise

2. Emotions are expressed that have a strong impact on the

eventual outcome
Felt Conflict
Emotional involvement in a conflict creating anxiety,
tenseness, frustration, or hostility

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational 14-12
Behavior, 14e
 Stage
Stage III:
III: Intentions
Intentions
Intentions
Decisions to act in a given way
Note: behavior does not always accurately reflect intent
Dimensions of conflict-handling intentions:
Cooperativeness
Attempting to satisfy
the other partys
concerns
Assertiveness
Attempting to satisfy
ones own concerns

Source: K. Thomas, Conflict and Negotiation Processes in Organizations, in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and
Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. Arrows added. Used with permission.

E X H I B I T 14-2
E X H I B I T 14-2
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-13
Behavior, 14e
 Stage
Stage IV:
IV: Behavior
Behavior
Conflict Management
The use of resolution and stimulation techniques to achieve
the desired level of conflict
Conflict-Intensity Continuum

Source: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93
97; and F. Glasi, The Process of Conflict Escalation and the Roles of Third Parties, in G.B.J. Bomers and R. Peterson (eds.), Conflict Management
and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 11940.

E X H I B I T 14-3
E X H I B I T 14-3
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-14
Behavior, 14e
 Conflict
Conflict Management
Management Techniques
Techniques
Conflict Resolution Conflict Stimulation
Techniques Techniques
Problem solving Bringing in outsiders
Superordinate goals Communication
Expansion of resources Restructuring the
Avoidance organization
Smoothing Appointing a devils
Compromise advocate
Authoritative command
Altering the human
variable
Altering the structural
variables
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp.
5989
SEE E X H I B I T 14-4
SEE E X H I B I T 14-4
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational
Behavior, 14e 14-15
 Stage
Stage V:
V: Outcomes
Outcomes
Functional Dysfunctional
Increased group Development of discontent
performance
Reduced group
Improved quality of effectiveness
decisions
Retarded communication
Stimulation of creativity
and innovation Reduced group
cohesiveness
Encouragement of interest
and curiosity Infighting among group
members overcomes group
Provision of a medium for goals
problem solving
Managing Functional
Creation of an environment
for self-evaluation and Conflict
change Reward dissent and punish
conflict avoiders
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-16
Behavior, 14e
 Negotiation
Negotiation
Negotiation (Bargaining)
A process in which two or more parties exchange goods or
services and attempt to agree on the exchange rate for them
Two General Approaches:
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount of
resources; a win-lose situation
Integrative Bargaining
Negotiation that seeks one or more settlements that can create
a win-win solution

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational 14-17
Behavior, 14e
 Distributive
Distributive versus
versus Integrative
Integrative
Bargaining
Bargaining
Bargaining Characteristic Distributive
Bargaining Integrative Bargaining

Goal Get all the pie you can Expand the pie
Motivation Win-Lose Win-Win
Focus Positions Interests
Information Sharing Low High
Duration of Relationships Short-Term Long-Term
Source: Based on R. J. Lewicki and J. A.
Litterer, Negotiation (Homewood, IL: Irwin,
1985), p. 280.
Integrative

Distributive

SEE E X H I B I T 14-5
SEE E X H I B I T 14-5
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-18
Behavior, 14e
 The
The Negotiation
Negotiation Process
Process
BATNA
The Best Alternative
To a Negotiated
Agreement
The lowest acceptable
value (outcome) to an
individual for a
negotiated agreement

E X H I B I T 14-7
E X H I B I T 14-7
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-19
Behavior, 14e
 Individual
Individual Differences
Differences in
in Negotiation
Negotiation
Effectiveness
Effectiveness
Personality Traits
Extroverts and agreeable people are weaker at distributive
negotiation; disagreeable introverts are best
Intelligence is a weak indicator of effectiveness
Mood and Emotion
Ability to show anger helps in distributive bargaining
Positive moods and emotions help integrative bargaining
Gender
Men and women negotiate the same way, but may
experience different outcomes

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational 14-20
Behavior, 14e
 Third-Party
Third-Party Negotiations
Negotiations
Four Basic Third-Party Roles
Mediator
A neutral third party who facilitates a negotiated solution by using
reasoning, persuasion, and suggestions for alternatives
Arbitrator
A third party to a negotiation who has the authority to dictate an
agreement.
Conciliator
A trusted third party who provides an informal communication
link between the negotiator and the opponent
Consultant
An impartial third party, skilled in conflict management, who
attempts to facilitate creative problem solving through
communication and analysis

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational 14-21
Behavior, 14e
 Global
Global Implications
Implications
Conflict and Culture
Indian and French managers view conflict differently
Indian managers are more likely to use accommodation and
avoidance while French managers are likely to use competing
tactics.
Cultural Differences in Negotiations
Multiple cross-cultural studies on negotiation styles, for
instance:
American negotiators are more likely than Japanese bargainers
to make a first offer
North Americans use facts to persuade; Arabs use emotion; and
Russians use asserted ideals
Brazilians say no more often than Americans or Japanese

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational 14-22
Behavior, 14e
 Summary
Summary and and Managerial
Managerial
Implications
Implications
Conflict can be
constructive or
destructive
Reduce excessive conflict
by using:
Competition
Collaboration
Avoidance
Accommodation
Compromise
Integrative negotiation is
a better long-term
method
E X H I B I T 14-8
E X H I B I T 14-8
Copyright 2012 Dorling Kindersley (India) Pvt. Ltd
Authorized adaptation from the United States edition of Organizational 14-23
Behavior, 14e
 All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by any
means, electronic, mechanical, photocopying, recording, or otherwise,
without the prior written permission of the publisher. Printed in the
United States of America.

Copyright 2011 Pearson Education, Inc.

Publishing as Prentice Hall

Copyright 2012 Dorling Kindersley (India) Pvt. Ltd

Authorized adaptation from the United States edition of Organizational 14-24
Behavior, 14e