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Chapter11

ConflictandNegotiationInstructor:WeiPing(Elizabethwei)Department:BusinessAdministration

RequiredTextbook:EssentialsofOrganizationalBehavior”10thedition.byStephenP.RobbinsChapter11ConflictandNegotiationPart1ConflictPart2NegotiationPart1Conflict

ConflictAsaprocessthatbeginswhenonepartyperceivesthatanotherpartyhasnegativelyaffected,orisabouttonegativelyaffect,somethingthatthefirstpartycaresabout.TransitionsinconflictthoughtThetraditionalviewThebeliefthatallconflictisharmfulandmustbeavoided.ThehumanrelationsviewThebeliefthatconflictisanaturalandinevitableoutcomeinanygroup.TheinteractionistviewThebeliefthatconflictisnotonlyapositiveforceinagroupbutthatisabsolutelynecessaryforagrouptoperformeffectively.Functionalconflict:supportthegoalsofthegroupandimproveitsperformance.Dysfunctionalconflict:hindergroupperformance.DifferentiatingfunctionalfromdysfunctionalconflictsWhatdifferentiatesfunctionalfromdysfunctionalconflict?Theevidenceindicatesthatyouneedtolookatthetypeofconflict:TaskconflictrelatetothecontentandgoalsoftheworkRelationshipconflictfocusesoninterpersonalrelationshipsProcessconflictrelatestohowtheworkgetsdoneAlow-to-moderateleveloftaskconflictconsistentlydemonstratesapositiveeffectongroupperformancebecauseitstimulatesdiscussionofideasthathelpgroupsperformbetterTheconflictprocessStageⅠStageⅡStageⅢStageⅣPotentialoppositionCognitionandpersonalizationBehaviorOutcomes

AntecedentconditionsCommunicationStructurePersonalvariablesPerceivedconflict

FeltconflictOvertconflictConflict-handlingintentionsCompetitionCollaborationAccommodationAvoidanceCompromiseIncreasedgroupperformanceDecreasedgroupperformanceDimensionsofconflict-handingbehaviors:UncooperativeCooperativeCooperativenessAssertiveUnassertiveAssertivenessCompetingCollaboratingCompromisingAvoidingAccommodatingConflict-managementtechniquesConflict-resolutiontechniquesSuperordinategoalsExpansionofresourcesAvoidanceAuthoritativecommandConflict-stimulationtechniquesCommunicationBringinginoutsidersRestructuringtheorganizationAppointingadevil’sadvocateNegotiation(bargaining)DefinitionAsaprocessinwhichtwoormorepartiesexchangegoodsorservicesandattempttoagreeontheexchangerateforthem.BargainingstrategiesDistributivebargainingAwin-losesituationIntegrativebargainingAwin-winsolutionDistributiveversusIntegrativebargainingBargainingcharacteristicDistributivebargainingIntegrativebargaining

GoalFixed:getasmuchofthepieaspossibleVariable:expandthepiesothatbothpartiesaresatisfiedMotivationsIwin;youloseIwin;youwinInterestsOpposedtoeachotherCongruentwitheachotherDurationofrelationshipShorttermLongtermInformationsharingLowHighThenegotiationprocessPreparationandplanningDefinitionofgroundrulesClarificationandjustificationBargainingandproblemsolvingClosureandimplementationIssuesinnegotiationIndividualdifferencesinnegotiationsGenderdifferencesinnegotiationsCulturaldifferencesinnegotiationsImplicationsformanagersManagingconflictUsecompetitionUsecollaborationUseavoidanceUseaccommodationTowardimprovingnegotiationskills

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