eleventh edition

organizational

behavior

stephen p. robbins

C"a+ter ,-

C&n. ict an% Ne!&tiati&n

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
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OB7ECTIVES LEARNIN6

After studying this chapter, you shou d !e a! e to"

,. De.ine c&n. ict. 2. Di..erentiate (et'een t"e tra%iti&na 1 "23an re ati&n#1 an% interacti&ni#t $ie'# &. c&n. ict. 0. C&ntra#t ta#*1 re ati&n#"i+1 an% +r&ce## c&n. ict. -. O2t ine t"e c&n. ict +r&ce##. 5. De#cri(e t"e .i$e c&n. ict4"an% in! intenti&n#. 5. C&ntra#t %i#tri(2ti$e an% inte!rati$e (ar!ainin!.
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O B 7 E C T I V E S :c&nt;%< LEARNIN6

After studying this chapter, you shou d !e a! e to"

8. I%enti.) t"e .i$e #te+# in t"e ne!&tiatin! +r&ce##. 9. De#cri(e c2 t2ra %i..erence# in ne!&tiati&n#.

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#onf #onfict ict

C&n. ict De.ine%
$ Is a process that !egins %hen one party percei&es that another party has negati&e y affected, or is a!out to negati&e y affect, so'ething that the first party cares a!out(
) Is that point in an ongoing acti&ity %hen an interaction *crosses o&er+ to !eco'e an interparty conf ict(

$ Enco'passes a %ide range of conf icts that peop e e,perience in organi-ations

) Inco'pati!i ity of goa s ) .ifferences o&er interpretations of facts ) .isagree'ents !ased on !eha&iora e,pectations

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Transitions Transitions in in #onf #onfict ict Thought Thought

Tra%iti&na Vie' &. C&n. ict The !e ief that a conf ict is har'fu and 'ust !e a&oided(

Ca2#e#= Ca2#e#= )) P&&r P&&rc&332nicati&n c&332nicati&n )) Lac* Lac*&. &.&+enne## &+enne## )) >ai >ai2re 2ret& t&re#+&n% re#+&n%t& t& e3+ e3+&)ee &)eenee%# nee%#
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Transitions Transitions in in #onf #onfict ict Thought Thought /cont0d1 /cont0d1

H23an Re ati&n# Vie' &. C&n. ict The !e ief that conf ict is a natura and ine&ita! e outco'e in any group( Interacti&ni#t Vie' &. C&n. ict The !e ief that conf ict is not on y a positi&e force in a group !ut that it is a!so ute y necessary for a group to perfor' effecti&e y(

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2unctiona 2unctiona &ersus &ersus .ysfunctiona .ysfunctiona #onf #onfict ict

>2ncti&na C&n. ict #onf ict that supports the goa s of the group and i'pro&es its perfor'ance(

D)#.2ncti&na C&n. ict #onf ict that hinders group perfor'ance(

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Types Types of of #onf #onfict ict

Ta#* C&n. ict #onf icts o&er content and goa s of the %or3( Re ati&n#"i+ C&n. ict #onf ict !ased on interpersona re ationships( Pr&ce## C&n. ict #onf ict o&er ho% %or3 gets done(
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The The #onf #onfict ict 4rocess 4rocess

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5tage 5tage I" I" 4otentia 4otentia Opposition Opposition or or Inco'pati!i Inco'pati!iity ity
C&332nicati&n
$ 5e'antic difficu ties, 'isunderstandings, and *noise+

Str2ct2re
$ $ $ $ $ $ 5i-e and specia i-ation of 6o!s 7urisdictiona c arity8a'!iguity 9e'!er8goa inco'pati!i ity Leadership sty es /c ose or participati&e1 Re%ard syste's /%in: ose1 .ependence8interdependence of groups

Per#&na Varia( e#
$ .iffering indi&idua &a ue syste's $ 4ersona ity types
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5tage 5tage II" II" #ognition #ognition and and 4ersona 4ersonai-ation i-ation
Percei$e% C&n. ict
A%areness !y one or 'ore parties of the e,istence of conditions that create opportunities for conf ict to arise(

>e t C&n. ict

E'otiona in&o &e'ent in a conf ict creating an,iety, tenseness, frustration, or hosti ity(

C&n. C&n.ict ictDe.initi&n De.initi&n

Ne!ati$e Ne!ati$eE3&ti&n# E3&ti&n#

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P&#iti$e P&#iti$e>ee >eein!# in!#

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5tage 5tage III" III" Intentions Intentions

Intenti&n# .ecisions to act in a gi&en %ay(

C&&+erati$ene##= C&&+erati$ene##= )) Atte3+tin! Atte3+tin!t& t&#ati#.) #ati#.)t"e t"e&t"er &t"er+art);# +art);# c&ncern#. c&ncern#. A##erti$ene##= A##erti$ene##= )) Atte3+tin! Atte3+tin!t& t&#ati#.) #ati#.)&ne;# &ne;#&'n &'nc&ncern#. c&ncern#.

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.i'ensions .i'ensions of of #onf #onfict:Hand ict:Handing ing Intentions Intentions

Source: ;( Tho'as, *#onf ict and Negotiation 4rocesses in Organi-ations,+ in 9(.( .unnette and L(9( Hough /eds(1, Handbook of Industrial and Organizational Psychology, <nd ed(, &o ( = /4a o A to, #A" #onsu ting 4sycho ogists 4ress, >??<1, p( @@A( Bith per'ission(

E @ H I B I T ,-/2 E @ H I B I T ,-/2 ,-/,-

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5tage 5tage III" III" Intentions Intentions /cont0d1 /cont0d1

C&3+etin! A desire to satisfy one0s interests, regard ess of the i'pact on the other party to the conf ict( C& a(&ratin! A situation in %hich the parties to a conf ict each desire to satisfy fu y the concerns of a parties( A$&i%in! The desire to %ithdra% fro' or suppress a conf ict(
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5tage 5tage III" III" Intentions Intentions /cont0d1 /cont0d1

Acc&33&%atin! The %i ingness of one party in a conf ict to p ace the opponent0s interests a!o&e his or her o%n( C&3+r&3i#in! A situation in %hich each party to a conf ict is %i ing to gi&e up so'ething(

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5tage 5tage IV" IV" Beha&ior Beha&ior

C&n. ict Mana!e3ent The use of reso ution and sti'u ation techniCues to achie&e the desired e&e of conf ict(

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#onf #onfict:Intensity ict:Intensity #ontinuu' #ontinuu'

Source: Based on 5(4( Ro!!ins, Managing Organizational Conflict: A Nontraditional Approach /Dpper 5add e Ri&er, N7" 4rentice Ha , >?EF1, pp( ?=$?EG and 2( G asi, *The 4rocess of #onf ict Esca ation and the Ro es of Third 4arties,+ in G(B(7( Bo'ers and R( 4eterson /eds(1, Conflict Manage ent and Industrial !elations /Boston" ; u%er:Ni6hoff, >?A<1, pp( >>?$FH(

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#onf #onfict ict 9anage'ent 9anage'ent TechniCues TechniCues

C&n. C&n.ict ictRe#& Re#&2ti&n 2ti&nTec"niA2e# Tec"niA2e# )) Pr&( Pr&(e3 e3#& #&$in! $in! )) S2+er&r%inate S2+er&r%inate!&a !&a# # )) EB+an#i&n EB+an#i&n&. &.re#&2rce# re#&2rce# )) A$&i%ance A$&i%ance )) S3&&t"in! S3&&t"in! )) C&3+r&3i#e C&3+r&3i#e )) A2t"&ritati$e A2t"&ritati$ec&33an% c&33an% )) A Aterin! terin!t"e t"e"23an "23an$aria( $aria(e e )) A Aterin! terin!t"e t"e#tr2ct2ra #tr2ct2ra $aria( $aria(e# e#
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Source: Based on 5( 4( Ro!!ins, Managing Organizational Conflict: A Nontraditional Approach /Dpper 5add e Ri&er, N7" 4rentice Ha , >?EF1, pp( I?$A?

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#onf #onfict ict 9anage'ent 9anage'ent TechniCues TechniCues

C&n. C&n.ict ictRe#& Re#&2ti&n 2ti&nTec"niA2e# Tec"niA2e# )) C&332nicati&n C&332nicati&n )) Brin!in! Brin!in!in in&2t#i%er# &2t#i%er# )) Re#tr2ct2rin! Re#tr2ct2rin!t"e t"e&r!aniCati&n &r!aniCati&n )) A++&intin! A++&intin!a a%e$i %e$i;# ;#a%$&cate a%$&cate

Source: Based on 5( 4( Ro!!ins, Managing Organizational Conflict: A Nontraditional Approach /Dpper 5add e Ri&er, N7" 4rentice Ha , >?EF1, pp( I?$A?

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5tage 5tage V" V" Outco'es Outco'es

>2ncti&na O2tc&3e# .r&3 C&n. ict
$ Increased group perfor'ance $ I'pro&ed Cua ity of decisions $ 5ti'u ation of creati&ity and inno&ation $ Encourage'ent of interest and curiosity $ 4ro&ision of a 'ediu' for pro! e':so &ing $ #reation of an en&iron'ent for se f:e&a uation and change

Creatin! >2ncti&na C&n. ict

$ Re%ard dissent and punish conf ict a&oiders(
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5tage 5tage V" V" Outco'es Outco'es

D)#.2ncti&na O2tc&3e# .r&3 C&n. ict
$ .e&e op'ent of discontent $ Reduced group effecti&eness $ Retarded co''unication $ Reduced group cohesi&eness $ Infighting a'ong group 'e'!ers o&erco'es group goa s

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Negotiation Negotiation
Ne!&tiati&n A process in %hich t%o or 'ore parties e,change goods or ser&ices and atte'pt to agree on the e,change rate for the'( BATNA The Best A ternati&e To a Negotiated Agree'entG the o%est accepta! e &a ue /outco'e1 to an indi&idua for a negotiated agree'ent(
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Bargaining Bargaining 5trategies 5trategies

Di#tri(2ti$e Bar!ainin! Negotiation that see3s to di&ide up a fi,ed a'ount of resourcesG a %in: ose situation( Inte!rati$e Bar!ainin! Negotiation that see3s one or 'ore sett e'ents that can create a %in:%in so ution(

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.istri!uti&e .istri!uti&e Versus Versus Integrati&e Integrati&e Bargaining Bargaining

Bar!ainin! C"aracteri#tic A&ai a! e resources 4ri'ary 'oti&ations 4ri'ary interests 2ocus of re ationships Di#tri(2ti$e C"aracteri#tic 2i,ed a'ount of resources to !e di&ided I %in, you ose Opposed to each other 5hort ter' Inte!rati$e C"aracteri#tic Varia! e a'ount of resources to !e di&ided I %in, you %in #on&ergent or congruent %ith each other Long ter'

Source: Based on R( 7( Le%ic3i and 7( A( Litterer, Negotiation /Ho'e%ood, IL" Ir%in, >?AI1, p( <AH(

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5ta3ing 5ta3ing Out Out the the Bargaining Bargaining Zone Zone

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The The Negotiation Negotiation 4rocess 4rocess

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Issues Issues in in Negotiation Negotiation

T"e R& e &. Per#&na it) Trait# in Ne!&tiati&n
$ Traits do not appear to ha&e a significant y direct effect on the outco'es of either !argaining or negotiating processes(

6en%er Di..erence# in Ne!&tiati&n#

$ Bo'en negotiate no different y fro' 'en, a though 'en apparent y negotiate s ight y !etter outco'es( $ 9en and %o'en %ith si'i ar po%er !ases use the sa'e negotiating sty es( $ Bo'en0s attitudes to%ard negotiation and their success as negotiators are ess fa&ora! e than 'en0s(

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Bhy BhyA'erican A'erican9anagers 9anagers9ight 9ight Ha&e Ha&e Trou! Trou!e ein in#ross: #ross: #u #utura tura Negotiations Negotiations

Ita ians, Ger'ans, and 2rench don0t soften up e,ecuti&es %ith praise !efore they critici-e( A'ericans do, and to 'any Europeans this see's 'anipu ati&e( Israe is, accusto'ed to fast:paced 'eetings, ha&e no patience for A'erican s'a ta 3( British e,ecuti&es often co'p ain that their D(5( counterparts chatter too 'uch( Indian e,ecuti&es are used to interrupting one another( Bhen A'ericans isten %ithout as3ing for c arification or posing Cuestions, Indians can fee the A'ericans aren0t paying attention( A'ericans often 'i, their !usiness and persona i&es( They thin3 nothing, for instance, a!out as3ing a co eague a Cuestion i3e, *Ho% %as your %ee3endJ+ In 'any cu tures such a Cuestion is seen as intrusi&e !ecause !usiness and pri&ate i&es are tota y co'part'enta i-ed(
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Source: Adapted fro' L( ;hos a, *Kou 5ay To'ato,+ "orbes, 9ay <>, <HH>, p( =@(

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Third:4arty Third:4arty Negotiations Negotiations

Me%iat&r A neutra third party %ho faci itates a negotiated so ution !y using reasoning, persuasion, and suggestions for a ternati&es( Ar(itrat&r A third party to a negotiation %ho has the authority to dictate an agree'ent(

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Third:4arty Third:4arty Negotiations Negotiations /cont0d1 /cont0d1

C&nci iat&r A trusted third party %ho pro&ides an infor'a co''unication in3 !et%een the negotiator and the opponent( C&n#2 tant An i'partia third party, s3i ed in conf ict 'anage'ent, %ho atte'pts to faci itate creati&e pro! e' so &ing through co''unication and ana ysis(
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#onf #onfict ict and and Dnit Dnit 4erfor'ance 4erfor'ance

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#onf #onfict:Hand ict:Handing ing Intention" Intention" #o'petition #o'petition

W"en A2ic*1 %eci#i$e acti&n i# $ita :in e3er!encie#<D &n i3+&rtant i##2e#. W"ere 2n+&+2 ar acti&n# nee% i3+ e3entin! :in c&#t c2ttin!1 en.&rcin! 2n+&+2 ar r2 e#1 %i#ci+ ine<. On i##2e# $ita t& t"e &r!aniCati&n;# 'e .are. W"en )&2 *n&' )&2;re ri!"t. A!ain#t +e&+ e '"& ta*e a%$anta!e &. n&nc&3+etiti$e (e"a$i&r.

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#onf #onfict:Hand ict:Handing ing Intention" Intention" #o #o a!oration a!oration

T& .in% an inte!rati$e #& 2ti&n '"en (&t" #et# &. c&ncern# are t&& i3+&rtant t& (e c&3+r&3i#e%. W"en )&2r &(Eecti$e i# t& earn. T& 3er!e in#i!"t# .r&3 +e&+ e 'it" %i..erent +er#+ecti$e#. T& !ain c&33it3ent () inc&r+&ratin! c&ncern# int& a c&n#en#2#. T& '&r* t"r&2!" .ee in!# t"at "a$e inter.ere% 'it" a re ati&n#"i+.

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#onf #onfict:Hand ict:Handing ing Intention" Intention" A&oidance A&oidance

W"en an i##2e i# tri$ia 1 &r 3&re i3+&rtant i##2e# are +re##in!. W"en )&2 +ercei$e n& c"ance &. #ati#.)in! )&2r c&ncern#. W"en +&tentia %i#r2+ti&n &2t'ei!"# t"e (ene.it# &. re#& 2ti&n. T& et +e&+ e c&& %&'n an% re!ain +er#+ecti$e. W"en !at"erin! in.&r3ati&n #2+er#e%e# i33e%iate %eci#i&n. W"en &t"er# can re#& $e t"e c&n. ict e..ecti$e ) W"en i##2e# #ee3 tan!entia &r #)3+t&3atic &. &t"er i##2e#.
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#onf #onfict:Hand ict:Handing ing Intention" Intention" Acco''odation Acco''odation

W"en )&2 .in% )&2;re 'r&n! an% t& a &' a (etter +&#iti&n t& (e "ear%. T& earn1 an% t& #"&' )&2r rea#&na( ene##. W"en i##2e# are 3&re i3+&rtant t& &t"er# t"an t& )&2r#e . an% t& #ati#.) &t"er# an% 3aintain c&&+erati&n. T& (2i % #&cia cre%it# .&r ater i##2e#. T& 3ini3iCe &## '"en &2t3atc"e% an% &#in!. W"en "ar3&n) an% #ta(i it) are e#+ecia ) i3+&rtant. T& a &' e3+ &)ee# t& %e$e &+ () earnin! .r&3 3i#ta*e#.
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#onf #onfict:Hand ict:Handing ing Intention" Intention" #o'pro'ise #o'pro'ise

W"en !&a # are i3+&rtant (2t n&t '&rt" t"e e..&rt &. +&tentia %i#r2+ti&n &. 3&re a##erti$e a++r&ac"e#. W"en &++&nent# 'it" eA2a +&'er are c&33itte% t& 32t2a ) eBc 2#i$e !&a #. T& ac"ie$e te3+&rar) #ett e3ent# t& c&3+ eB i##2e#. T& arri$e at eB+e%ient #& 2ti&n# 2n%er ti3e +re##2re. A# a (ac*2+ '"en c& a(&rati&n &r c&3+etiti&n i# 2n#2cce##.2 .

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