Practical suggestions-groups

presentation
Section 1: build a foundation of your story
Slide one: title of your presentation, and
names of your group members
Slide two: talk a little bit about your topic ..e.g.
how current is it, provide sources etc..
Three: bring in your theory, then define it
Four: provide a diagram that would later on
discuss along with your story

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 Practical suggestions-groups
presentation …
Section 2 – present your story
Five: discuss about your case/story. If you have
you-tube videos (must not be more than 3
minutes) or any examples, please bring them in.
Six: What is your take from your presentation, what
should we learn about your topic/story in relations
to OB?
-bring back your diagram and theory here
Seven: Conclusion
Eight: questions

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 11
Conflict and
Negotiation in the
Workplace

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Conflict and Negotiation
The dynamics of conflicts in organizations.
Is conflict Good or Bad for organizations?
There are no uniform responses, instead there
exist divergent opinions, goals, and
perceptions which may lead to conflict.
-Most important: its critical to strive to minimize
dysfunctional conflicts and improve relations!

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 Instructor’s take on conflict…
There exists diversity of ideas:
Diversity of generations: baby boomers, Gen-X, and Gen-Y
Maturity of the organization: enables employees to debate
issues, evaluate alternatives; query imaginations/logics of
arguments and encourage engagement.
Organizational effectiveness: seeking what is
good/important for each group.
However, if there is too much/high level of conflict, it may
not be healthy for the organization.
 Theoretical explanation: consider all the OB
theories - organizational justice, equity theory,
expectancy theory

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 Is Conflict Good or Bad? – consider a
workplace ..(FL)

Conflict is a process in which one part perceives that its interests

are being opposed or negatively affected by another party

Negative Outcomes Positive Outcomes

• Wastes time, energy, resources
• Less information sharing,
productivity
• More organizational politics
• More job dissatisfaction,
turnover, stress
• Weakens team cohesion (when
conflict is within team)
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• Fuller debate of decision
choices
• Decision assumptions are
questioned
• Potentially generates more
creative ideas
• Improves responsiveness to
external environment
• Increases team cohesion
(conflict with other teams)
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 Emerging View of Conflict: There exists 2
types: Task vs Relationship Conflict(FL-
identify two and explanin them )
 Task (constructive) conflict
 Parties focus/debate on the
issue, respect people with
different points of view
 Tries to understand
logic/assumptions of each
position

 Relationship conflict
 Focus on personal
characteristics (not issues – i.e.
personalities) as the source of
conflict
 Tries to undermine each other’s
worth/competence
 Accompanied by strong
negative emotions – may
trigger a defense response!
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 The Conflict Process Model

Conflict Manifest Conflict

Sources of
Perceptions Conflict – Outcomes (+)
Conflict – being and Overt inclusive
different Emotions behaviour (-) low morale

Conflict
Escalation Cycle

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 Why conflict after all? -
Structural Sources of Conflict

Incompatible • One party’s goals perceived to interfere

Goals with other’s goals

• Different values/beliefs
Differentiation • Explains cross-cultural, generational,
merger conflict

• Conflict increases with interdependence

Interdependence • Parties more likely to interfere with each
other

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Structural Sources of Conflict

Scarce
• Motivates competition for the resource
Resources

Ambiguous • Creates uncertainty, threatens goals

Rules • Encourages political behavior

• Rely on stereotypes
Communication
• Less motivation to communicate
Problems
• Arrogant language escalates conflict

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 Five Conflict Handling Styles(FL)
High
Forcing Problem-solving
(win-lose) (win-win focus)
Assertiveness

Compromising

Avoiding Yielding
(giving in …)

Low High
Cooperativeness
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Conflict Handling Contingencies
 Problem solving (win-win orientation)
 Best when:
 Interests are not perfectly opposing
 Parties have trust/openness
 Issues are complex
 Problem: other party may use information to its
advantage

 Forcing (win-lose orientation)

 Best when:
 you have a deep conviction about your position
 quick resolution required
 other party would take advantage of cooperation
 Problems: conflict may affect long-term relations

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Conflict Handling Contingencies
 Avoiding (there are no winners!)
 Best when:
 conflict is emotionally-charged (relationship conflict)
 conflict resolution cost is higher than benefits
 Problems: doesn’t resolve conflict; causes frustration

 Yielding
 Best when:
 other party has much more power
 issue is much less important to you than other party
 value/logic of your position is imperfect
 Problems: increases other’s expectations; may lead to
an imperfect solution

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Conflict Handling Contingencies
Compromising
 Best when:
 Parties have equal power
 Quick solution is required
 Parties lack trust/openness
 Problem: Sub-optimal solution where mutual gains
are possible

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 Cultural and Gender Differences in
Conflict Handling Styles
 Research suggests that people from collective cultures –where
group goals are valued more than individual goals- are
motivated to maintain harmonious relations as the way to
avoid conflict.

-Cultural values and norms would often moderate/influence the

conflict handling style in a society, but they also represent an
important contingency when outsiders choose the preferred
conflict handling approach.

 Gender
 Compared to men, women pay more attention to the
relationship between the two parties. Women tend to adopt
a compromising or problem solving style and are more likely
to use the avoiding style.
 Men tend to be more competitive and take a short-term
orientation to relationship.
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 Types of Third Party
Intervention(FL)
Third party conflict resolution is any attempt by a relatively neutral
person to help conflicting parties resolve their difference

High
Mediation Inquisition

Level of
Process
Control
Arbitration

Low Level of Outcome Control High

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 Types of Third Party Intervention in
Conflict Resolution (FL)
 Arbitration: Arbitrators have high control over the final decision but low control
over the process.

 Inquisition: Inquisitors control all discussion about the conflict. They have high
decision control because they choose the form of conflict resolution and they
also have high process control.

 Mediation: Mediators have high control over the intervention process. Their
main purpose is to manage the process and context of interaction between
the disputing parties. The final decision is made by the parties.

 Mediation-Arbitration: It is a hybrid dispute resolution process.

 Positive: Parties enter the process with certainty that the dispute will be
resolved either as a settlement or as a part of the binding decision.
 Negative: While parties control the flow of information for negotiation
purposes, deciding what they choose to revel in mediation, parties may feel
compelled to answer corollary questions that arise from previously disclosed
information.
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 3rd Party Intervention
Strategy(FL for eg)
 Managers prefer inquisitional
strategy, but not usually best
approach (i.e. because it
gives them a room/space to
interfere the process & the
binding decision)

 Mediation potentially offers

highest satisfaction with
process and outcomes (i.e.
less formal & in terms of cost_

 Use arbitration when

mediation fails (i.e. takes more
focus on individual goals – use
of procedural form of justice)

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 2. Resolving conflict through
negotiation
 Negotiation refers to decision making situations in
which two or more interdependent parties attempt
to reach an agreement.
-Distributive: When the goals of two or more people
are zero-sum so that one can gain only at the other’s
expense.
-Integrative: When parties’ goals are linked, but not
zero-sum, so that one person’s goal achievement
does not block the goal achievement of another.
However, for this to succeed you need professionals
who are well trained to handle conflicts

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 Resolving conflict through
negotiation …(multiple choice)
 When entering into Negotiation, however, think of the following:
-wise decision happens only when you know what are your alternatives
-protects you from unfavorable terms and conditions
-nature of power contest (win-win; win-lose; lose-lose)
-consider the transaction cost involved
-effects of making the first offer/demands
-avoid insult zones: offer/demand is so low/high – not inviting a response
-market knowledge, behavior of relations
-ethnic/cultural/class background

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 Bargaining Zone Model
Your Positions
Initial Target Resistance

Area of
Potential
Agreement

Resistance Target Initial

Opponent’s Positions

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Strategies for Claiming Value
Claiming value – aiming for the best possible
outcomes for yourself and your constituents.

1. Prepare and set goals

2. Know your BATNA(i.e. best alternative to a

negotiated agreement)

3. Know your limits

Distributive Strategies that work:

1. Manage first offers and concessions

2. Manage time
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Strategies for Creating Value

Creating value – use problem solving to help both parties reach the
best outcomes.
1. Gather information
2. Discover priorities through offers and concessions
3. Build the relationship (trustworthiness)
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Situational Influences on
Negotiations
 Location – easier to negotiate on your own turf
 Physical setting –seating arrangements, etc.
 Audience – negotiators are more competitive, make
fewer concessions when audience is watching

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 11
Conflict and
Negotiation in
Workplace

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