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ORGS - Chapter 9
INTL 2300 - Chapter 9: Conflict and Negotiation
| Term | Definition |
|---|---|
| Conflict | 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. |
| Functional Conflict | Supports the goals of the group and improves its performance. |
| Dysfunctional Conflict | Hinders group performance. |
| Task Conflict | Relates to the content and goals of the work. |
| Relationship Conflict | Focuses on interpersonal relationships and is almost always dysfunctional. |
| Process Conflict | Conflict over how work gets done. |
| Types of Conflict | Task Conflict, Relationship Conflict and Process Conflict |
| Loci of Conflict | Dyadic Conflict, Intragroup Conflict and Intergroup Conflict |
| Dyadic Conflict | Conflict between two people. |
| Intragroup Conflict | Conflict which occurs within a group or team. |
| Intergroup Conflict | Conflict between different groups or teams. |
| Communication | Through semantic difficulties, misunderstandings and “noise” in the communication channels. |
| 1. Personality; People high in disagreeableness, neuroticism, or self-monitoring are prone to tangle with others more often and react poorly when conflict occurs. 2. Emotions 3. Values | Personal Variables |
| Conflict Resolution | Two Dimensions 1. Cooperativeness 2. Assertiveness |
| Cooperativeness | The degree to which one party attempts to satisfy the other party’s concerns. |
| Assertiveness | The degree to which one party attempts to satisfy his or her concerns. |
| Forcing, Problem-Solving, Avoiding, Yielding and Compromising | Conflict Management Strategies |
| Forcing | Imposing one’s will on the other party. |
| Problem-Solving | Trying to reach an agreement that satisfies both one’s own and the other party’s aspirations as much as possible. |
| Avoiding | Ignoring or minimizing the importance of the issues creating the conflict. |
| Yielding | Accepting and incorporating the will of the other party. |
| Compromising | Balancing concern for oneself with concern for the other party to reach a solution. |
| Asian | Those from _________________ cultures show a preference for conflict avoidance, compared with Westerns. |
| East Asian | _________________ managers prefer compromising as a strategy. |
| North Americans | _________________ prefer a problem-solving approach to conflicts, which yields a win-win solution. |
| Asian | Win-win solutions are less likely to be achieved in _________________ cultures. |
| East Asian | _________________ managers tend to ignore conflict rather than make it public. |
| North American | _________________ managers are less likely to employee compromising as a strategy |
| Japanese | _________________ managers tend to choose non-confrontational styles. |
| Westerners | _________________ are more likely to choose forcing as a strategy than Asians. |
| North Americans | _________________ expect that negotiations may lead to a legal contract. |
| Asian | _________________ cultures rely less on legal contracts and more on relational contracts. |
| 1. Agreement 2. Stronger Relationships 3. Learning | Three desired outcomes of Conflict: |
| Agreement | Equitable and fair agreements are the best outcomes. |
| Stronger Relationships | When conflict is resolved positively, this can lead to better relationships and greater trust. |
| Learning | Handling conflict successfully teaches one how to do it better next time. |
| Negotiation | A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them. |
| Distributive Bargaining | A 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. |
| Distributive | Bargaining Goal: Get as much of the pie as possible |
| Integrative | Bargaining Goal: Expand the pie so that both parties are satisfied |
| Distributive | Bargaining Motivation: Win-lose |
| Integrative | Bargaining Motivation: Win-win |
| Distributive | Bargaining Focus: Positions (“I cannot go beyond this point on this issue”) |
| Integrative | Bargaining Focus: Interests (“Can you explain why this issue is so important to you?”) |
| Distributive | Bargaining Interests: Opposed |
| Integrative | Bargaining Interests: Congruent |
| Distributive | Bargaining Information Sharing: Low (sharing information will only allow other parties to take advantage) |
| Integrative | Bargaining Information Sharing: High (sharing information will allow each party to find ways to satisfy the interests of each party) |
| Distributive | Bargaining Duration of Relationship: Short-term |
| Integrative | Bargaining Duration of Relationship: Long-term |
| 1. Developing a strategy 2. Defining ground rules 3. Clarifying and justifying 4. Bargaining and problem-solving 5. Attaining closure and implementation | How to Negotiate Five steps to negotiation: |
| Best Alternative To a Negotiated Agreement | Identify BATNA |
| Personality Traits in Negotiation | Negotiators who are agreeable or extraverted are not very successful in distributive bargaining. |
| Distributive Negotiations | It appears that negotiators in a position of power or equal status who show anger negotiate better outcomes because their anger induces concessions from their opponents. Those in a less powerful position, display anger leads to worse outcomes. |
| Integrative Negotiations | Positive moods and emotions appear to lead to more integrative agreements (higher levels of joint gain). |
| Women | Gender Differences in Negotiation - are more cooperative and pleasant in negotiations - prioritize forming and maintaining an interpersonal relationship - their attitudes and behaviours hurt them in negotiations |
| Mediator | A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. |
| Arbitrator | Has authority to dictate an agreement. - Voluntary (requested) or compulsory (imposed by law or contract) - Always results in a settlement - Conflict may resurface at a later time |
| Conciliator | A trusted third party who provides an informal communication link between the negotiator and the opponent. Informal link. Used extensively in international, labour, family, and community disputes. |
| Collectivistic | _________________ cultures see people as deeply embedded in social situations |
| individualistic | _________________ cultures see people as autonomous |
| collectivists | _________________ are more likely to seek to preserve relationships and promote the good of the group as a whole than individualists. |
| East Asian | _________________ negotiators were less likely to accept offers from negotiators who displayed anger during negotiations. |
| Chinese | When confronted with an angry negotiator, _________________ negotiators increased their use of distributive negotiating tactics |
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