9/1/2019

CHAPTER 6: POWER, CONFLICT AND

NEGOTIATION
Instructor: Dr. Nguyen Thi Thanh Thuy

CONTENT

I. POWER

II. CONFLICT

III. NEGOTIATION

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I. POWER
1.1 Definition
 Power. The capacity that A has to influence the
behavior of B, so that B acts in accordance with A’s
wishes.

 The definition implies a potential that need not be

actualized to be effective and a dependency
relationship.

 Power may exist but not be used. It is, therefore, a

capacity or potential.

I. POWER
1.2 Types of power

• Coercive power
Formal • Reward power
power • Legitimate power

• Expert power
Personal • Reference power
power • Information power

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I. POWER
1.2 Types of power
 Legitimate Power
Agreement among organizational
members.
 Reward Power
The person`s ability to control
allocation of rewards valued by others.
 Coercive Power
The ability to apply punishment.

I. POWER
1.2 Types of power
 Expert Power
Individual`s or work unit`s capacity to
influence others by possessing knowledge.
 Referent Power
When others identify with them, like them,
or otherwise respect them.
 Information and Power
Employees gain power by controlling the
flow of information that others need.

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I. POWER
1.3 Power tactics
1. Legitimate • Use of formal authority for compliance
authority • Persuade by legitimizing through or appealing to higher
authority
2. Rational • Using logical arguments and facts to persuade
persuasion

3. Inspirational • Appealing to values, ideals, emotions and needs;

appeal • Inspiring confidence; Motivational appeal

• Enlisting the target’s support through involvement and

4. Consultation participation in decision making

5. Personal • Appealing to friendship/loyalty to elicit support.

appeals

I. POWER
1.3 Power tactics
• Making explicit or implicit promise of rewards for
6. Exchange compliance or communicating reciprocal return of prior
favor for exacting compliance

• Eliciting positive response through praise and flattery;

7.
• Trying to get the target in good mood and favorable disposition
Ingratiation before seeking compliance. Getting the target to like you

• Exerting pressure through demands, threats, warnings or

8. Pressure intimidation to seek support for a proposal

• Using alliances and networks & enlisting the support of

9. Coalitions others to persuade the target for favoring a proposal

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I. POWER
1.3 Power tactics

II. CONFLICT
2.1 Define
 Conflict. A process that begins
when one party perceives Types of Conflict:
that another party has
1. Task Conflict
negatively affected, or is
about to negatively affect, 2. Relationship Conflict
something that the first party 3. Process Conflict
cares about.

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II. CONFLICT
2.2 The Conflict Process

II. CONFLICT
2.2 The Conflict Process
Stage I: Potential Opposition or Incompatibility
 Communication
 Semantic difficulties, misunderstandings, 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

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II. CONFLICT
2.2 The Conflict Process
Stage II: Cognition and Personalization
Perceived Conflict Felt Conflict
Awareness by one or Emotional involvement
more parties of the in a conflict creating
existence of conditions anxiety, tenseness,
that create opportunities frustration, or hostility
for conflict to arise

Conflict Definition

Negative Emotions Positive Feelings

II. CONFLICT
2.2 The Conflict Process
Stage III: Intentions
Intentions
Decisions to act in a given way

Cooperativeness
• Attempting to satisfy the other party’s
concerns
Assertiveness
• Attempting to satisfy one’s own concerns

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Dimensions of Conflict-Handling Intentions

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. With permission.

II. CONFLICT
2.2 The Conflict Process
Stage IV: Behavior

Conflict Management
The use of resolution and stimulation techniques to
achieve the desired level of conflict

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II. CONFLICT
2.2 The Conflict Process
Stage IV: Behavior

Conflict Resolution Techniques

Conflict Resolution Techniques
• Authoritative command
• Problem solving
• Altering the human variable
• Superordinate goals
• Altering the structural variables
• Expansion of resources
• Communication
• Avoidance
• Bringing in outsiders
• Smoothing
• Restructuring the organization
• Compromise
• Appointing a devil’s advocate

II. CONFLICT
2.2 The Conflict Process
Stage V: Outcomes
 Functional Outcomes from Conflict
Increased group performance
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving
Creation of an environment for self-evaluation and change
 Creating Functional Conflict
 Reward dissent and punish conflict avoiders

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II. CONFLICT
2.2 The Conflict Process
Stage V: Outcomes

 Dysfunctional Outcomes from Conflict

Development of discontent
Reduced group effectiveness
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes group
goals

III. NEGOTIATION
2.1 Define
 Negotiation. A process in which two or more parties
exchange goods or services and attempt to agree on the
exchange rate for them.

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III. NEGOTIATION
2.1 Define
Distributive versus Integrative Bargaining
Bargaining Distributive Integrative
Characteristic Bargaining Bargaining

Goal Get as much of pie Expand the pie

as possible
Motivation Win-Lose Win-Win
Focus Positions Interests
Information Low High
Sharing

Duration of Short term Long term

relationships

III. NEGOTIATION
2.2 The Negotiation process

BATNA
The Best Alternative To a
Negotiated Agreement; the
lowest acceptable value
(outcome) to an individual
for a negotiated agreement

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III. NEGOTIATION
2.2 The Negotiation process
Issues in Negotiation

 The Role of Mood and Personality Traits in Negotiation

Positive moods positively affect negotiations
Traits do not appear to have a significantly direct effect on the
outcomes of either bargaining or negotiating processes (except
extraversion, which is bad for negotiation effectiveness)
 Gender Differences in Negotiations
Women negotiate no differently from men, although men apparently
negotiate slightly better outcomes
Men and women with similar power bases use the same negotiating
styles
Women’s attitudes toward negotiation and their success as
negotiators are less favorable than men’s

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