Chapter 10conflict And Negotiationsflatworld 2018chapter Learning Obj ✓ Solved

CHAPTER 10 Conflict and Negotiations ©FlatWorld 2018 Chapter Learning Objectives Understand the different types of conflict. Understand the causes of conflict. Understand the consequences of conflict. Understand how to manage conflict effectively. Understand the stages of the negotiation process.

Understand how to avoid common negotiation mistakes. Engage in conflict management and negotiation ethically. Understand cross-cultural differences in conflict and negotiation. ©FlatWorld 2018 Types of Conflict Conflict is a process that involves people disagreeing ©FlatWorld 2018 Intrapersonal Interpersonal Conflict within a person. It arises when a person is uncertain about what is expected or wanted or has a sense of being inadequate to the task. Conflict between two people.

Intergroup Conflict that takes place among different groups, between a union and management, or between companies, such as companies that supply the same customer. Is Conflict Always Bad? A moderate amount of conflict can be a healthy part of organizational life A lack of conflict may be an indicator that individuals do not care about their jobs/organization or do not feel comfortable bringing up differences Task conflict can be good in the early stages of decision making but can interfere with complex tasks in the long run Personal conflicts are never healthy ©FlatWorld 2018 Causes of Conflict ©FlatWorld 2018 Outcomes of Conflict Positive outcomes: Greater creativity and better decisions Consideration of a broader range of ideas Surfacing of assumptions that may be inaccurate Increased participation and creativity Clarification of individual views that build learning Negative outcomes: Increased stress and anxiety among individuals Decreased productivity and satisfaction Feelings of being defeated and demeaned A climate of mistrust ©FlatWorld 2018 What Do You Think?

What are the most prevalent causes of conflict at work? What are the common outcomes of workplace conflict? Do you think workplace violence is a problem or not? Why do you think that is? What outcomes have you observed from conflict for yourself?

In other words, how do you feel or act after a conflict? ©FlatWorld Ways to Manage Conflict 1-7 ©FlatWorld Change the Structure Change the Composition of the Team Create a Common Opposing Force Consider Majority Rule Problem Solve Consider the Role of Mood Conflict Handling Styles ©FlatWorld 2018 Conflict Handling Styles (Continued) Avoidance The avoiding style is uncooperative and unassertive People exhibiting this style deny the existence of the conflict and are prone to postponing any decisions in which a conflict may arise Accommodation The accommodating style is cooperative and unassertive People exhibiting this style give in to what the other side wants, even at the expense of one’s personal goals ©FlatWorld Conflict Handling Styles (Continued) Compromise The compromising style is a middle-ground style People exhibiting this style have some desire to express their own concerns and get their way but still respect the other person’s goals Competition People exhibiting a competing style want to reach their goal regardless of what others say or how they feel Competition may lead to poor relationships ©FlatWorld Conflict Handling Styles (Continued) Collaboration The collaborating style is high on both assertiveness and cooperation Both sides argue for their position, supporting it with facts and rationale while listening attentively to the other Which Style Is Best?

There is no one “right way†to deal with conflict The collaborative style has the potential to be highly effective ©FlatWorld What Do You Think? List three ways to decrease a conflict situation. What do you think are some pros and cons of each of these approaches? Do you deal with conflict differently with friends and family than you do at work? If so, why do you think that is?

What is your usual conflict-handling style at work? Do you see it as effective or ineffective? Describe a situation in which not having enough conflict can be a problem. ©FlatWorld Section 5.0 Learning Objectives Learn the five phases of negotiation. Learn negotiation strategies. Avoid common mistakes in negotiations.

Learn about third-party negotiations. ©FlatWorld 2018 The Five Phases of Negotiation Gather all the information necessary for the negotiation Determine your best alternative to a negotiated agreement Assemble the information in a way that supports your position Discuss your goals and seek an agreement with the other party; may need to make concessions Either come to an agreement or walk away ©FlatWorld OB Toolbox: BATNA Best Practices ©FlatWorld Brainstorm a list of alternatives Improve upon more promising ideas and convert them Identify the most beneficial alternative Remember that your BATNA may evolve over time Don’t reveal your BATNA to the other party Common Negotiation Errors Letting your ego get in the way Having unrealistic expectations Failing to negotiate/accept the first offer Getting overly emotional Letting past negative outcomes affect the present ones ©FlatWorld 2018 Should You Negotiate for a Higher Salary?

Yes! - 58% of hiring managers say they leave some negotiating room when extending initial job offers Many hiring managers agree to a candidate’s request for a higher salary ©FlatWorld 2018 Negotiation Strategies ©FlatWorld 2018 Distributive Approach Integrative Approach The traditional fixed-pie approach in which negotiators see the situation as a pie that they have to divide between them. An approach to negotiation in which both parties look for ways to integrate their goals under a large umbrella. When All Else Fails: Third-Party Negotiations Alternative Dispute Resolution (ADR) ADR involves resolving conflict with the help of a specially trained, neutral third party without the need for a formal trial or hearing Mediation An outside third party (the mediator) enters the situation with the goal of assisting the parties in reaching an agreement The mediator can facilitate, suggest, and recommend ©FlatWorld 2018 When All Else Fails: Third-Party Negotiations (Continued) Arbitration The parties submit the dispute to the third-party arbitrator who makes the final decision (the “awardâ€) Awards are made in writing and are binding Arbitration-Mediation Both sides formally make their cases before an arbitrator who makes a decision and places it in a sealed envelope Then, the two parties work through mediation, but if they cannot come to an agreement, they follow the arbitrator’s decision ©FlatWorld 2018 Ethics and Negotiations Sometimes a course of action is legal but is questionable in terms of ethics Hardball tactics should not be used because the negotiation is likely not the last time you will interact with the other party Tips for ethical negotiations: Be honest Keep your promises Follow the Platinum Rule – “Treat people the way they want to be treated†©FlatWorld 2018 Conflict and Negotiation around the Globe Cultures differ in their thresholds for conflict Japan or Korea prefer harmony rather than overt conflict Americans and Germans have a much higher tolerance for conflict Japan and Pakistan tend to not trust what is heard from the other party until a strong relationship is formed China prefers that conversations start out with innocuous topics to set a mood of friendliness Negotiations can be viewed differently across cultures In collectivistic cultures, the use of deception in negotiations is more common ©FlatWorld 2018 Key Terms Conflict: A process that involves people disagreeing.

Intrapersonal conflict: Conflict that arises within a person. Interpersonal conflict: A type of conflict between two people. Intergroup conflict: Conflict that takes place among different groups, such as different departments or divisions in a company, or between union and management, or between companies, such as companies who supply the same customer. ©FlatWorld 2018 Key Terms (Continued) In-group bias: The tendency to favor the group to which one belongs. Conflict management: Resolving disagreements effectively. Avoiding: An uncooperative and unassertive conflict-handling style.

Accommodating: A cooperative and unassertive conflict-handling style. Compromising: A middle-ground conflict-handling style, in which a person has some desire to express their own concerns and get their way but still respects the other person’s goals as well. ©FlatWorld 2018 Key Terms (Continued) Competing: A conflict-handling style that is highly assertive but low on cooperation. Collaborating: A conflict-handling style that is high on both assertiveness and cooperation. Negotiation: A process whereby two or more parties work toward an agreement. Investigation: The first step in negotiation in which information is gathered. ©FlatWorld 2018 Key Terms (Continued) BATNA: Stands for the “best alternative to a negotiated agreement.†Determining your BATNA is one important part of the investigation and planning phase in negotiation.

Presentation: The third phase of negotiation in which information is assembled in a way that supports one's position. Bargaining: The fourth phase of negotiation in which parties discuss their goals and seek agreement. Concessions: Giving up one thing to get something else in return. ©FlatWorld 2018 Key Terms (Continued) Closure: The last part of negotiation in which you and the other party have either come to an agreement on the terms, or one party has decided that the final offer is unacceptable and therefore must be walked away from. Distributive view: The traditional fixed-pie approach in which negotiators see the situation as a pie that they have to divide between them. Integrative approach: An approach to negotiation in which both parties look for ways to integrate their goals under a larger umbrella. ©FlatWorld 2018 Key Terms (Continued) Alternative Dispute Resolution (ADR): Includes mediation, arbitration, and other ways of resolving conflicts with the help of a specially trained, neutral third party without the need for a formal trial or hearing.

Mediation: A process in which an outside third party (the mediator) enters the situation with the goal of assisting the parties to reach an agreement. Arbitration: A process that involves bringing in a third party, the arbitrator, who has the authority to act as a judge and make a binding decision to which both parties must adhere. ©FlatWorld /1/21, 3:58 PM- Pages - Printed by: [email protected] . Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted.

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Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. 3/1/21, 3:57 PM- Pages - Printed by: [email protected] . Printing is for personal, private use only.

No part of this book may be reproduced or transmitted without publisher's prior permission. Violators will be prosecuted. 3/1/21, 3:57 PM- Pages - 3/1/21, 3:57 PM- Pages - Printed by: [email protected] . Printing is for personal, private use only. No part of this book may be reproduced or transmitted without publisher's prior permission.

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3/1/21, 3:57 PM- Pages - Negotiation Experience Journal Entry Instructions People face many challenges while negotiating. Please think about difficult negotiations that you experienced in the past and respond to questions below. The total length of the journal should be one page . You will receive full points (5%) as far as you answer appropriately and candidly. Please submit this journal by Wed midnight, March 3rd via D2L .

1) What people make negotiations most difficult for you and why? 2) What situations are most difficult for you and why? 3) What are your “hot buttons†in negotiations? Hot button means any topic or issue that is highly charged emotionally. In other words, what makes you angry or frustrated during negotiations?

4) Now we went over “Chapter 10. Conflict and Negotiationsâ€. Can you think of any uses for your new knowledge gained from Chapter 10 to address challenges you described in Question 1, 2, & 3? If you cannot think of any, then please choose one thing that you’ve learned and how you will apply that in your future negotiations.

Paper for above instructions

Conflict and Negotiation: Understanding and Application

Conflict is a fundamental element of human interaction, often perceived as negative. However, as highlighted in Chapter 10 of the FlatWorld 2018 textbook, this is a myopic view, as conflict can lead to creativity and better decision-making when handled correctly. This paper will explore various types of conflict, their causes and impacts, strategies for effective conflict management, the negotiation process, and how cultural differences influence these dynamics.

Understanding Conflict

Conflict can be classified into three main categories: intrapersonal, interpersonal, and intergroup. Intrapersonal conflict occurs within an individual, often due to ambiguity about expectations or fears of inadequacy (FlatWorld, 2018). Interpersonal conflict arises between two individuals, typically due to a difference in opinions or goals. Intergroup conflict involves disagreements among different teams or organizations (FlatWorld, 2018).
Notably, conflict is not always detrimental. Moderate levels of conflict can stimulate engagement and innovation, fostering a productive work environment. For instance, task conflict, which arises during early decision-making stages, can foster creativity. Conversely, personal conflict is generally harmful and can erode team cohesion.

Causes and Consequences of Conflict

Several factors can lead to conflict, including competition for limited resources, differing values or opinions, and personality clashes (Thomas, 2019). The consequences of conflict can be both positive and negative. Positive outcomes include increased creativity, improved decision-making, and enhanced group and individual learning. Conversely, negative consequences may involve elevated stress levels, impaired relationships, reduced productivity, and heightened workplace tensions (De Dreu & Weingart, 2003).

Managing Conflict Effectively

Effective conflict management is crucial for maintaining a functional work environment. The textbook outlines several strategies, such as changing the team structure, altering team composition, or establishing a common adversary. Problem-solving is often encouraged, allowing conflicting parties to discuss their perspectives openly to reach a mutually beneficial resolution (FlatWorld, 2018).
There are various conflict-handling styles, each suited to different situations:
1. Avoidance: This unassertive style involves postponing confrontation, which can be counterproductive when conflict needs resolution.
2. Accommodation: Here, one party concedes to others’ wishes, often at a personal cost. This is suitable when the relationship is more critical than the outcome.
3. Compromise: Each party gives up something to reach a collective resolution. This middle-ground approach is often practical but may not satisfy both parties fully.
4. Competition: This assertive style prioritizes one party's goals, which can damage relationships.
5. Collaboration: This approach seeks a win-win outcome and fosters understanding. It emphasizes mutual respect and open communication and aligns well with emotional intelligence strategies (Goleman, 1995).
Each style has its pros and cons. For example, collaboration is often ideal as it builds strong relationships and mutual respect. However, it may not always be feasible if time constraints exist or if one party is uncooperative.

Negotiation Process

Negotiation involves a structured process comprised of five phases:
1. Investigation: Gather all necessary information.
2. Determine: Figure out your best alternative to a negotiated agreement (BATNA).
3. Presentation: Organize your information to support your argument.
4. Bargaining: Discuss goals and find common ground.
5. Closure: Reach an agreement or part with concessions (FlatWorld, 2018).
Studies indicate that understanding one’s BATNA significantly increases negotiating power (Fisher & Ury, 1991).

Common Mistakes in Negotiation

Common pitfalls during negotiation can hinder successful outcomes. These include allowing ego to influence decisions, having unrealistic expectations, failing to negotiate initial offers, becoming overly emotional, and being affected by past negative experiences. To overcome these, one should prepare adequately, maintain a professional demeanor, and engage in self-reflection (FlatWorld, 2018).

Ethical Considerations

Maintaining ethical standards during negotiations is essential. While some actions might be legal, they can be ethically questionable. Honest communication, fulfilling commitments, and adopting a people-first approach in negotiations (the Platinum Rule) are fundamental ethical principles (FlatWorld, 2018; Ury, 1991).

Cross-Cultural Differences in Conflict and Negotiation

Cultural backgrounds significantly influence conflict and negotiation styles. For instance, collectivist cultures like Japan may prefer harmony and be less confrontational, while individualistic cultures such as the United States exhibit a higher tolerance for confrontation (Hofstede, 1980). Understanding these nuances is essential for successful negotiation, as assumptions stemming from one’s cultural background can lead to misunderstandings (Trompenaars & Hampden-Turner, 1997).

Personal Reflection and Application

Reflecting on my personal experiences, I find that dealing with confrontational individuals often poses the most significant challenge during negotiations. Situations laden with emotional charge, such as discussions about salary increases or resource allocation, tend to trigger stress and defensiveness. Recognizing that my “hot buttons” often revolve around perceived unfairness helps me stay focused on the negotiation’s objectives rather than my emotional response.
From Chapter 10, the collaborative style stands out as a powerful strategy for dealing with these situations. By identifying common goals and actively engaging in dialogue aimed at mutual understanding, I can better manage my emotional responses and facilitate a positive negotiation atmosphere.
For future negotiations, I plan to apply the techniques learned in this chapter, such as comprehensive preparation before the negotiation phase, maintaining clarity about my goals, and leveraging emotionally intelligent practices to foster understanding with other parties.

Conclusion

Understanding conflict and negotiation is crucial for effective interpersonal and organizational interactions. It is essential first to recognize the type, causes, and potential outcomes of conflict. Employing effective conflict-handling strategies and negotiating ethically with an awareness of cultural differences significantly enhances outcomes. As I continue to hone my negotiation skills, the insights from Chapter 10 will serve as a foundation for fostering healthier relationships and achieving satisfactory resolutions.

References

1. De Dreu, C. K. W., & Weingart, L. R. (2003). Task versus relationship conflict, task performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741–749.
2. Fisher, R., & Ury, W. (1991). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
3. FlatWorld. (2018). Conflict and Negotiations.
4. Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam.
5. Hofstede, G. (1980). Culture's Consequences: International Differences in Work-Related Values. Sage Publications.
6. Thomas, K. W. (2019). Conflict and Conflict Management. In Handbook of Industrial, Work, and Organizational Psychology (Volume 3).
7. Trompenaars, F., & Hampden-Turner, C. (1997). Riding the Waves of Culture: Understanding Diversity in Business. Nicholas Brealey Publishing.
8. Ury, W. (1991). Getting Past No: Negotiating with Difficult People. Bantam.
9. Pruitt, D. G., & Carnevale, P. J. (1993). Negotiation in Social Conflict. Mountain View, CA: Brooks/Cole Publishing Company.
10. Bazerman, M. H., & Neale, M. A. (1992). Negotiating Rationally. The Free Press.