Organizational Behavior "Conflict and Negotiation"

ORGANIZATIONAL BEHAVIOR
“CONFLICT and NEGOTIATION”
BY:
ANNISA (1810523020)
HIJJUL HUSNA (1810523001)
JOVANKA TIARA ANINDYTHA EYLBA (1810523021)
MUHAMMAD AL-AMIEN FADILI RASYIF (1810523015)
NOER RACHMADHANI HERNIRAT (1810523011)
ANDALAS UNIVERSITY
FACULTY OF ECONOMIC
DEPARTMENT OF MANAGEMENT
ORGANIZATIONAL BEHAVIOR
2019
Conflict and Negotiation
A. Conflict
1. Conflict Defined
 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.
 Conflict primarily deals with perception. If nobody thinks there is conflict, then no
conflict exists. Conflict can be experienced in an organization through many different
avenues. It can be that the goals of the individuals are incompatible or there is a
difference in opinion over the interpretation of facts. Many conflicts also arise through
disagreements about how people should behave.
2. Transitions in Conflict Thought

a. Traditional View of Conflict : The belief that all conflict is harmful and must be avoided.
Causes : Poor communication,Lack of openness,Failure to respond to employee needs.
b. Human Relations View of Conflict : The belief that conflict is a natural and inevitable
outcome in any group
c. Interactionist View of Conflict : The belief that conflict is not only a positive force in a
group but that it is absolutely necessary for a group to perform effectively
3. Functional Vs Dysfunctional Conflict

 Functional: improves group performance
 Dysfunctional: hinders group performance
4. Types of Interactionist Conflict

 Task Conflict : Conflicts over content and goals of the work
 Relationship Conflict : Conflict based on interpersonal relationships
 Process Conflict : Conflict over how work gets done
5. The Conflict Process
1. Stage I: Potential Opposition
Stage one of the conflict process is potential opposition or incompatibility. In this
stage there are three main conditions that can cause conflict to arise. They are
communication, structure and personal variables.
 Communication
Communication may cause conflict when words mean different things to different
people and misunderstandings result. Communication can be functional to a point, but
when too much communication is given it can cause frustrations and sometimes there
are barriers in place to effectively hear what is being communicated.
 Structure
o Size and specialization of jobs
o Jurisdictional clarity/ambiguity
o Member/goal incompatibility
o Leadership styles (close or participative)
o Reward systems (win-lose)
o Dependence/interdependence of groups
 Personal Variables
o Personality Types
o Emotionality
2. Stage II: Cognition and Personalization
 Perceived Conflict
Awareness by one or more parties of the existence of conditions that create
opportunities for conflict to arise
 Felt Conflict
Emotional involvement in a conflict creating anxiety, tenseness, frustration, or
hostility
3. Stage III: Intentions
 Intentions : These intentions include the determination to act in a certain way,
but it is important to realize behavior does not always accurately reflect
intention. Sometimes people act out of emotion and not rational thinking.
 Dimensions of conflict-handling intentions
o Competing : A desire to satisfy one’s interests, regardless of the impact
on the other party to the conflict
o Collaborating : A situation in which the parties to a conflict each desire
to satisfy fully the concerns of all parties
o Avoiding : The desire to withdraw from or suppress a conflict
o Accommodating : The willingness of one party in a conflict to place the
opponent’s interests above his or her own
o Compromising : A situation in which each party to a conflict is willing to
give up something
4. Stage IV: Behavior
 Where conflict becomes visible
 Usually overt attempts to implement each party’s intentions
 May become an inadvertent stimulus due to miscalculations or unskilled
enactments
o Functional Conflicts: confined to lower range of continuum – subtle,
indirect, and highly controlled
o Dysfunctional Conflicts: upper range – highly destructive activities such as
strikes and riots.
5. Stage V: Outcomes
Functional:
a. Improves decision quality
b. Stimulates creativity and innovation
c. Encourages interest and curiosity
d. Problems are aired
e. Accepts change and self-evaluation
Dysfunctional:
a. Group is less effective
b. Cohesiveness and communications are reduced
c. Leads to the destruction of the group
Creating Functional Conflict : Reward dissent and punish conflict avoiders
B. Negotiation
1. Definition
A process in which two or more parties exchange goods or services and attempt to agree on the
exchange rate for them.
2. Bargaining Strategies
 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
Distributive Vs Integrative Bergaining
Bargaining Distributive Characteristics Integrative Characteristics

Characteristics
Available resources A fixed amount of resources to be A variable amount of resources

divided to divided
Primary motivations I win, you lose I win, you win
Primary interests Opposed to each other Convergent or congruent with

each other
Focus of leadership Short term Longterm
Nature Distributive negotiation is Integrative negotiation is

competitive in nature and requires collaborative in nature and all
that every party views every other the parties negotiate on friendly
party as a competitor. terms, acting as allies to one
another.
Focusing interest In distributive negotiation, every Integrative negotiation focuses

negotiator focuses on meeting his on mutual interests of all the
personal interests, regardless of the parties and thus, comes up with
loss the others may have to face constructive solutions that will
3. The Negotiation Process

BATNA : The Best Alternative To a Negotiated Agreement; the lowest acceptable value
(outcome) to an individual for a negotiated agreement.
a. Preparation and Planning.
Before the start of negations, one must be aware of the conflict, the history leading to the
negotiation of the people involved and their perception of the conflict, expectations from the
negotiations, etc.
b. Definition of Ground Rules
Once the planning and strategy are developed, one has to begin defining the ground rules and
procedures with the other party over the negotiation itself that will do the negotiation.
c. Clarification and Justification
When initial positions have been exchanged both the parties will explain amplify, clarify, bolster
and justify their original demands. This need not be confrontational. Rather it is an opportunity
for educating and informing each other on the issues why they are important and how each
arrived at their initial demands. This is the point where one party might want to provide the
other party with any documentation that helps support its position.
d. Bargaining and Problem Solving
The essence of the negotiation process is the actual give and take in trying to hash out an
agreement, a proper bargain. It is here where concessions will undoubtedly need to be made by
both parties.
e. Closure and Implementation
The final step in the negotiation process is a formalization of the agreement that has been
worked out and developing and procedures that are necessary for implementation and
monitoring.
4. Individual Differences in Negotiation Effectiveness

 Personality Traits
 Extroverts and agreeable people weaker at distributive negotiation – disagreeable introvert
is 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
 Women and men take on gender stereotypes in negotiations: tender and tough
 Women are less likely to negotiate
5. Third-Party Negotiations
 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

Organizational Behavior "Conflict and Negotiation"

Uploaded by

Copyright:

Available Formats

Organizational Behavior "Conflict and Negotiation"

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Organizational Behavior "Conflict and Negotiation"

Uploaded by

Copyright:

Available Formats

ORGANIZATIONAL BEHAVIOR

“CONFLICT and NEGOTIATION”

2. Transitions in Conflict Thought

3. Functional Vs Dysfunctional Conflict

4. Types of Interactionist Conflict

Creating Functional Conflict : Reward dissent and punish conflict avoiders

Bargaining Distributive Characteristics Integrative Characteristics

Available resources A fixed amount of resources to be A variable amount of resources

Primary motivations I win, you lose I win, you win

Primary interests Opposed to each other Convergent or congruent with

Focus of leadership Short term Longterm

Nature Distributive negotiation is Integrative negotiation is

Focusing interest In distributive negotiation, every Integrative negotiation focuses

3. The Negotiation Process

4. Individual Differences in Negotiation Effectiveness

You might also like