conflict and negotiation
اسلاید 1: Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 2: Organizational Behavior: Conflict and NegotiationGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 3: ConflictFunctional (Constructive) conflict serves the organization’s interests while dysfunctional conflict threatens the organization’s interests.Conflict: “The process in which one party perceives that its interests are being opposed or negatively affected by another party.” Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 4: Brown’s Conflict ContinuumGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 5: © 2005 Prentice Hall Inc. All rights reserved.Conflict and Unit PerformanceGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 6: TraditionalTransitions in ConflictThoughtHumanRelationsInteractionistGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 7: The Conflict ProcessGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 8: The Conflict ProcessSources ofConflictManifestConflictConflictOutcomesPerceived ConflictFeltConflictGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 9: A Conflict ModelLatent Conflict: Latent conflict is essentially conflict waiting to happen.Felt Conflict: Felt conflict is experienced as discomfort and tension.Perceived Conflict: Perceived conflict is the awareness that we are in a conflict situation.Manifest Conflict: After conflict is perceived and felt, it may or may not become open, or manifest.Conflict Aftermath: Conflict is likely to breed more conflict and, when it does, that conflict is likely to take on a life of its own.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 10: Outcomes of ConflictFunctional Outcomes from ConflictIncreased group performanceImproved quality of decisionsStimulation of creativity and innovationProvision of a medium for problem-solvingCreation of an environment for self-evaluation and changeGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 11: Outcomes of ConflictDysfunctional Outcomes from ConflictDevelopment of discontentReduced group effectivenessRetarded communicationReduced group cohesivenessInfighting among group members overcomes group goalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 12: Types of ConflictLine – Staff Conflict Intrapersonal ConflictApproach-ApproachApproach - AvoidanceAvoidance – AvoidanceInterpersonal Conflict Intergroup ConflictCross – Cultural ConflictTask ConflictGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 13: Antecedents of ConflictIncompatible personalities or value systems.Overlapping or unclear job boundaries.Competition for limited resources.Interdepartment /intergroup competition.Inadequate communication.Interdependent tasks.Organizational complexity.Unreasonable or unclear policies, standards, or rules.Unreasonable deadlines or extreme time pressure.Collective decision making.Decision making by consensus.Unmet expectations.Unresolved or suppressed conflict.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 14: Sources of ConflictGoalIncompatibilityDifferent Valuesand BeliefsGoals conflict with goals of othersDifferent beliefs due to unique background, experience, trainingCaused by specialized tasks, careersExplains misunderstanding in cross-cultural and merger relations Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 15: Sources of ConflictGoalIncompatibilityDifferent Valuesand BeliefsTaskInterdependenceThree levels of interdependenceResourceABCPooledABCSequentialABCReciprocalGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 16: Sources of ConflictGoalIncompatibilityDifferent Valuesand BeliefsTaskInterdependenceScarceResourcesAmbiguityIncreases competition for resources to fulfill goals Lack of rules guiding relationsEncourages political tacticsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 17: Sources of ConflictGoalIncompatibilityDifferent Valuesand BeliefsTaskInterdependenceScarceResourcesAmbiguityCommunicationProblemsLack of opportunity --reliance on stereotypesLack of ability-- arrogant communication heightens conflict perceptionLack of motivation -- conflict causes lower motivation to communicate, increases stereotypingGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 18: Example of Overlapping AuthoritiesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 19: Conflict Management Styles: OrientationsWin-win orientationYou believe parties will find a mutually beneficial solution to their disagreementWin-lose orientationYou believe that the more one party receives, the less the other receivesTends to escalate conflict, use of power/politicsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 20: Tips for Managers Whose Employees Are Having a Personality ConflictFollow company policies for diversity, anti-discrimination, and sexual harassment.Investigate and document conflict. If appropriate, take corrective action (e.g., feedback or B Mod).If necessary, attempt informal dispute resolution.Refer difficult conflicts to human resource specialists or hired counselors for formal resolution attempts and other interventions.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 21: Minimizing Inter-group Conflict: An Updated Contact Model Conflict within the group is high There are negative interactions between groups (or between members of those groups) Influential third-party gossip about other group is negative Work to eliminate specific negative interactions between groups (and members). Conduct team building to reduce intragroup conflict and prepare employees for cross-functional teamwork. Encourage personal friendships and good working relationships across groups and departments. Foster positive attitudes toward members of other groups (empathy, compassion, sympathy). Avoid or neutralize negative gossip across groups or departments.Recommended actions:Level of perceivedInter-group conflict tends to increase when:Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 22: Skills and Best Practices: How to Build Cross-Cultural RelationshipsBehavior RankBe a good listener 1Be sensitive to the needs of others 2Be cooperative, rather than overly competitive 2Advocate inclusive (participative) leadership 3Compromise rather than dominate 4Build rapport through conversations 5Be compassionate and understanding 6Avoid conflict by emphasizing harmony 7Nurture others (develop and mentor) 8TieGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 23: Stimulating Functional ConflictDialectic MethodDevil’s AdvocacyGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 24: Conflict Management StylesIntegratingObligingDominatingAvoidingCompromisingHighLowHighLowConcern for OthersConcern for SelfGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 25: Conflict Management StylesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 26: Competing. Involves trying to win at the other party’s expense. Generally leads to antagonism and festering resentment.Avoiding. Attempts to avoid or smooth over conflict situations. Generally unproductive.Accommodating. Involves acceding completely to the other party’s wishes or at least cooperating with little or no attention to one’s own interests.Compromising. Involves an attempt to find a satisfactory middle ground (“split the difference”)Collaborating. This problem-solving style is mutually beneficial. Requires trust, open sharing of information, and creativity.Conflict Management StylesGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 27: Conflict-Handling Intention: Competition When quick, decisive action is vital (in emergencies); on important issues. Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline).On issues vital to the organization’s welfare.When you know you’re right.Against people who take advantage of noncompetitive behavior.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 28: Conflict-Handling Intention: Collaboration To find an integrative solution when both sets of concerns are too important to be compromised.When your objective is to learn.To merge insights from people with different perspectives.To gain commitment by incorporating concerns into a consensus.To work through feelings that have interfered with a relationship.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 29: Conflict-Handling Intention: Avoidance When an issue is trivial, or more important issues are pressing.When you perceive no chance of satisfying your concerns.When potential disruption outweighs the benefits of resolution.To let people cool down and regain perspective.When gathering information supersedes immediate decision.When others can resolve the conflict effectivelyWhen issues seem tangential or symptomatic of other issues.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 30: Conflict-Handling Intention: Accommodation When you find you’re wrong and to allow a better position to be heard.To learn, and to show your reasonableness.When issues are more important to others than to yourself and to satisfy others and maintain cooperation.To build social credits for later issues.To minimize loss when outmatched and losing.When harmony and stability are especially important.To allow employees to develop by learning from mistakes.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 31: Conflict-Handling Intention: Compromise When goals are important but not worth the effort of potential disruption of more assertive approaches.When opponents with equal power are committed to mutually exclusive goals.To achieve temporary settlements to complex issues.To arrive at expedient solutions under time pressure.As a backup when collaboration or competition is unsuccessful.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 32: View of Ethics in Conflict ManagementUtilitarianGolden RuleKantian/ RightsEnlightened Self InterestJustice ApproachGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 33: Approaches to Conflict ResolutionReducedConflictImproveCommunicationsClarify JobResponsibilitiesDevelopEmployees’Negotiating SkillsUse ThirdParties asMediatorsSeparateConflictingPartiesBring PartiesTogether to FosterUnderstanding andCooperationFocus onLarger GoalsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 34: Communication Guidelines to Build More Productive RelationshipsBe honest; say what’s on your mind now. Be open.Be specific; provide examples.Don’t use the words never and always.Listen in depth; reflect and paraphrase what you hear.Ask questions to clarify the meaning of what the other person is saying.Focus on behavior that the other person controls.Maintain good eye contact.Focus on only one specific issue or behavior at a time.Don’t interrupt.Stay there. Don’t walk away mentally, emotionally, physically, or psychologically.Be direct and tactful.Use I statements rather than you statements (e.g., “When this happens, I feel …” rather than “When you do this, it makes me feel …”).Don’t attack the other person by ridiculing, taunting, or otherwise being rude and hostile.Don’t defend yourself by blaming others, avoiding, or withdrawing.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 35: NegotiatingNegotiation: “A give-and-take decision-making process involving interdependent parties with different preferences.” Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 36: Bargaining StrategiesDistributive BargainingNegotiation that seeks to divide up a fixed amount of resources; a win-lose situation.Integrative BargainingNegotiation that seeks one or more settlements that can create a win-win solution.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 37: Distributive Versus Integrative BargainingBargaining Distributive Integrative Characteristic Characteristic Characteristic Available resources Fixed amount of Variable amount of resources to be divided resources to be dividedPrimary motivations I win, you lose I win, you winPrimary interests Opposed to each other Convergent or congruent with each otherFocus of relationships Short term Long termGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 38: Staking Out the Bargaining ZoneGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 39: An Integrative Approach: Added-Value NegotiationClarify interests.Identify options.Design alternative deal packages.Select a deal.Perfect the deal.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 40: Situational Influences on NegotiationLocationPhysical SettingTime Investment and DeadlinesAudience.Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 41: Decision-Making Biases That Impede NegotiationsEscalation of commitmentThe mythical fixed pieAnchoring and adjustmentsFraming negotiationsAvailability of informationThe winner’s curseOverconfidenceGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 42: Effective Negotiator BehavioursPlan and Set GoalsGather InformationCommunicate EffectivelyMake Appropriate Concessions..Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 43: Research your opponentBegin with a positive overtureAddress problems, not personalitiesPay little attention to initial offersEmphasize win-win solutionsCreate an open, trusting climateGholipour A. 2011. Organizational Behavior. University of Tehran. Improving Negotiation Skills
اسلاید 44: THE METHOD – Fisher and UrySeparate the People from the ProblemFocus on Interests, Not PositionsInvent Options for Mutual GainInsist on Using Objective Criteria Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 45: Be punctual , adverse decision could be made during your absenceBe participatory , silence means consent. Be vocal and visibleHave good networking , getting support from other Parties on your positionUnderstand other issues decisions are made in “package deal” manner, need to judge progress of other issues under negotiationGholipour A. 2011. Organizational Behavior. University of Tehran. Some essential requirements
اسلاید 46: 1. Mediation2. Arbitration3. Conciliation4. ConsultationUsing Third-Party NegotiationsGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 47: Unethical Negotiating TacticsLies PufferyDeception Weakening The OpponentStrengthening One’s Own PositionInformation ExploitationNondisclosureChange of Mind DistractionMaximizationGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 48: Stroop TestGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 49: Stroop TestThe automatic processing of words interferes with the task of naming the colors. Selecting an appropriate response involves conflict between the right and left half of the brain. This conflict is involved in many thought processes and emotional responses. Source: PBS Online http://www.pbs.org/wgbh/nova/everest/exposure/stroopdesc.html Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 50: Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 51: Sellers Talking Time? What is the Structure of Talking in Negotiation?Gholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 52: Yale University (30 minute Talk)2nd 15 minuteGholipour A. 2011. Organizational Behavior. University of Tehran.
اسلاید 53: If you think you’re too small to make an impact, try going to bed with a mosquito in the room”
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