组织行为学冲突与谈判

1、Chap. 13 Conflict & negotiation13.1 Conflict A process that begins when one party perceives that another party has negatively affected,sth. That the 1st party cares about perceived;opposition or incompatibility;interaction cross over 1.Transition in conflict thoughtThe traditional view-the belief th

2、at all conflict is harmful & must be avoidedhuman relations view-the belief that conflict is a natural & inevitable outcome in any groupinteractionist view-the belief that conflict is not only a positive force in a group but absolutely necessary for a group to perform effectively2. Functional vs. Dy

3、sfunctional conflictConflict that supports the goals of the group & improve its performanceConflict that group performance3.The conflict process (1)Potential opposition or incompatibilityCauses(sources)- presence of necessary condition creating opportunities for conflict to arisecommunication-semant

4、ic difficulties(training, selective perception, inadequate information) , insufficient exchange of information(over commu., noise in channel(filter,different) structure-size (tenure),specialization,jurisdiction ambiguity,diverse function goals,much participationpersonal variables-authoritarian & dog

5、matic,low esteem;differing value systems(prejudice,evaluation)3.The conflict process (2)Cognition & personalizationPerceived conflict-awareness by 1 or more parties of the existence of antecedent conditions creating opportunities for conflict to arisefelt conflict-emotional involvement in a conflict

6、 creating anxiety,tenseness,frustration,or hostility(personalized)important stage in the process:sense making-delineate the set of possible settlement.Emotion play a major role in shaping perception. 3.The conflict process (3)intentionsDecisions to act in a given way in a conflict episodeprimary con

7、flict-handling intentions:2 dimensions cooperativeness,assertiveness-the degree to which 1 party attempt to meet ones own concernscompeting (uncooperative,assertive)collaborating(cooperative,assertive) avoiding(uncooperative,unassertive)accommodating(cooperative,unassertive)compromising(midrange on

8、both )guideline,variable,consistent preference,predictable from -3.The conflict process (4)behavior (visible)Statement,action,reactionconflict intensity continuum(escalate along)-minor -, overt challenging,assertive verbal attacks,threats & ultimatums,aggressive physical attacks,overt effort to dest

9、roy(functional-lower range; )conflict management: the use of resolution & stimulation techniques to achieve the desired level of conflictconflict resolution techniques: P-S,superordinate goals, expansion of resources,avoidance,smoothing,compromise, authoritative command,alter the human(structural) v

10、ariableconflict stimulation techniques:communication,bringing in outsiders,restructuring,appointing a devils advocate3.The conflict process (5)outcome Functional outcome:improve groups performance 1.do innovative decisions-antidote for groupthinking, challenges status quo & create new ideas; 2.posit

11、ive related to production,73%;3.the ethically diverse group produce more effective ideas. the less routine the tasks,the greater the - be constructive dysfunctional outcomes- uncontroled opposition breeds retarding of communication,reduction in cohesiveness,subordination of group goals the primacy o

12、f infighting between members,threaten groups survival; creating Functional conflict-reward dissent & punish avoiderChap. 13 Conflict & negotiation13.2 Negotiation a process in which 2 or more parties exchange goods or cervices & attempt to agree upon the exchange rate for them the use of negotiation

13、 & bargaining interchanges1.Bargaining Strategies (1) Distributive : Claiming valueNegotiation that seeks to divide up a fixed amount of resources;a win-lose situationessence: negotiation over who gets what share of a fixed pie; adversaries-any gain made at your losebargaining zone: aspiration range

14、 (resistance point,target -) ; settlement range Outcome: Compromise/ split the difference; Take a position & stick to it,Argue persuasively use power tactics (bluffs, threats,commitment) 1.Bargaining Strategies (2) Integrative : Creating value Negotiation that seeks 1 or more settlement that can cre

15、ate a win-win solution adversaries & partners; Focus on interests than positions, Invent options for mutual gainCharacteristic Distributive Integrative Available resources Fixed amount to be Variable Primary motivations I win,you lose win,win Primary interests Opposed to each other convergent Focus

16、of relationship Short term long termconditions:open with information & candid about their concern,a sensitivity to others needs,trust one another, willingness to maintain flexibility2. Negotiation processPreparation & planning-goals(minimally acceptable,most hopeful),information gathering, develop a

17、 strategy-B alternative To N Agdefinition of ground rules-clarification & justificationbargaining & P-Sclosure & inplementation3. Issues in negotiation(1)D-m biases hindering effective negotiation 1.irrational escalation of commitment;2.the mythical fixed pie;3.anchoring & adjustments;4.framing nego

18、tiation; 5.availability of information;6.the winners curse; 7.overconfidence(2)the role of personality traits in negotiation-have no significant direct effect on either the process nor outcome (3)culture differences in negotiation style 1.French like conflict;2.Chinese think negotiation never end;3.

19、 Chinese Japanese develop a relationship & a commitment to work together3. Issues in negotiationComparison: North Ame. Arab Russian persuade fact,logic emotion asserted ideal concession small in early all process few,if any deadline important casually ignoreverbal, nonverbal tactics during half-hour

20、 session performance North Ame. Japanese Brazilian say “no” 9 5 83 silent periods(10 sec) 3.5 5 0 interruption same same 2.5-3 times physical contact no no 5 3. Issues in negotiation (4)3rd-party negotiationMediator:a neutral 3rd party who facilitates a negotiated solution by using reasoning,persuas

21、ion, & suggestion for alternativesarbitrator: a 3rd party to a negotiation who has the authority to dictate an agreementconciliator: a trusted 3rd party who provides an informal communication link between the negotiator & the opponentconsultant: an impartial 3rd party,skilled in conflict management,

22、who attempt to facilitate creative P-S through communication & analysis Chap. 13 Conflict & negotiation13.3 Intergroup relations1.Factors affecting -Pooled interdependence:where 2 groups function with relative independence but their combined output contributes to -goals sequential:1 group depends on

23、 another for its input but the dependency is only one way reciprocal:where groups exchange inputs,outputstask uncertainty: the greater the uncertainty in a task,the more custom the response.Conversely, lower uncertainty encompasses routine tasks with standardized activities inverse related to routin

24、ization,standardization; positive related to information requirement.Time & goal orientation:manufacturing-short run focus, R&D; sales center on volume & share,credit 2.Methods for managingAs the priority move up, the cost of the method increaserules & procedures; hierarchy; planning; liaison roles;

25、 task force; team; integrating department 3.Implications for managementCompetition-quick,decisive action is vital (in emergency),unpopular but necessary collaboration-integrative solution when both set of concerns are too important to be compromisedavoidance-trivial,no chance,potential disruption,co

26、ol downaccommodation-show your reasonable,cooperation,social credit & later issue,minimize loss,harmony is important, learning from mistakescompromise-equal power commited to mutually exclusive goals,temporary settlements to complex issues,expedient solution under time pressure5.Bargaining PowerBackground Factors(Power in the situation) -Attractive alternatives available, Formal roles & positions of bargainers, Central