صفحه 1:
صفحه 2:
Chelpow @. ODL. Orertzared Bekaver. Daversay of ماو
(a
صفحه 3:
Conflict
Conflict: “The process in which one party
perceives that its interests are being opposed or
negatively affected by another party.”
Functional (Constructive) conflict serves the
organization’s interests while
dysfunctional conflict threatens the
organization’s
interests.
Chel @. ODM. Oreertzatred Dekeer. Daversay of Petre.
صفحه 4:
ywn’s Conflict Continuu
Optimum leval of conflict leads to
HIGH effective dacision making and
high performance
Low
Low Level of conflict HIGH
Too litle confict Too much conflict
causes performance causes performance
to suffer to suffer
Okeke ®. ODM. Orcerezctexrd خر روموت Pete
Level of organizational performance
صفحه 5:
Conflict and Unit
Darfarmainan
z
=
Unit perfermance —e
3 ‘High Dysfunctional ۳
© 2005 Prentice Hall Inc. All rights reserved.
Chelpow @. ODM. Oreertzatred Bekeer. Daversay of Tek.
صفحه 6:
Chelpow @. ODL. Orertzared Bekaver. Daversay of ماو
صفحه 7:
he Conflict Process
Stage | Stage ll Stage Il Stage ۷ Stage V
Potential opposition Cognition and —_ Intentions Behavior Outcomes
or incompatibility personalization
Conflicthandling Increased
2 intentions Overt conflict group
Antecedent conditions 00 00 7 ات
* Communication
"Collaborating > — behavior
© Structure isi i
* Personal variables Ney vo Mm ee ۹ |
roy
* Accommodating et
ee
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 8:
Pc Conflict Process
| اب ' 7
7 \
ok ع
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 9:
A Conflict Model
Latent 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 drdife.OLiLSsOW سب سم
صفحه 10:
tcomes of Conflict
* Functional Outcomes from Conflict
— Increased group performance
— Improved quality of decisions
— Stimulation of creativity and innovation
— Provision of a medium for problem-solving
— Creation of an environment for self-evaluation
and change
Chole @. ODM. Oreertzatred Brhever, Daversay of Toker
صفحه 11:
tcomes of Conflict
* Dysfunctional Outcomes from Conflict
— Development of discontent
— Reduced group effectiveness
— Retarded communication
— Reduced group cohesiveness
— Infighting among group members overcomes
group goals
Chole @. ODM. Oreertzatred Brhever, Daversay of Toker
صفحه 12:
” Line - Staff Conflict
Y Intrapersonal Conflict
Approach-Approach
Approach - Avoidance
Avoidance - Avoidance
Interpersonal Conflict
Intergroup Conflict
Cross - Cultural Conflict
Task Conflict
هک کی
Chelpow @. ODL. Orertzatred Brkaver. Daversay ماوخ
صفحه 13:
Incompatible 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. OF SUPPEESSEG.CONAICL 0 re
SN. GTB CoN خ
صفحه 14:
sources of Conflict
* Different beliefs due to
unique background,
experience, training
* Caused by specialized tasks,
careers
* Explains misunderstanding in
cross-cultural and merger
relations
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 15:
sources of Conflict
Three levels of
” ae
اجه
155-7 ۳
=
Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre.
صفحه 16:
sources of Conflict
۳ *Lack of rules guiding
relations
* Encourages political tactics
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 17:
sources of Conflict
Lack of opportunity
--reliance on stereotypes
Lack of ability
-- arrogant communication
heightens conflict perception
Lack of motivation
-- conflict causes lower
motivation to communicate,
increases stereotyping
holo 00, OD. Orceizatoad Betas. Daversy of Tetra.
صفحه 18:
Example of Overlapping
Authorities
A. MATRIX STRUCTURE
@ Two-boss employee
Product team
Daversay of Toker. رهظ مهب .000 ما6
صفحه 19:
flict Management Styles:
Orientations
* Win-win orientation
—You believe parties will find a mutually
beneficial solution to their disagreement
° Win-lose orientation
-You believe that the more one _ party
receives, the less the other receives
-Tends 1۵ escalate conflict, use of
power/politics ۱
مد ی
Cholpour @. O00. Orceritzatoad Petasr. Daversy ro.
صفحه 20:
1 ۲۱۵ ۱۹/۲ ۱۳۸ 0/10/0271 و۵ ۷۷
Employees
Are Having a Personality
Conflict
. Follow 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.
Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre.
در
۲ YE
صفحه 21:
Minimizing inter-group
Conflict: An Updated Contact
Model
Level of perceived Recommended actions:
Inter-group conflict
tends
to increase when:
Chelpow @. ODL. Oreertzared Behever. Daversay of Toker.
صفحه 22:
kills and Best Practices: How
to Build Cross-Cultural
Relationships
Behavior Rank
Be a good listener 1
Be sensitive to the needs of others ۲
Be cooperative, rather than overly competitive Tiey
Advocate inclusive (participative) leadership
Compromise rather than dominate 4
Build rapport through conversations
Be compassionate and understanding
Avoid conflict by emphasizing harmony
Nurture others (develop and mentor)
اتن 2 كب مم6
Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre.
صفحه 23:
56 Stimulating Functional
Conflict
Devil’s Advocacy
Dialectic Method
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 24:
Conflict Management
Styles
a
a 3
& High
2
0
ب
&
8
uw
8
= Low
©
0
High Low
Concern for Self
Okeke ®. ODM. Orcerezctexrd خر روموت Pete
صفحه 25:
flict Management Styles
2 ie eer’
=
3
gz <= حت 1
5 = aie ۲
2
3, ‘Compromising
qe <
َو 5
ح 5ه |
Accommodating 9 __ 5
Uncooperative Cooperative
Cooperativeness
Chel @. ODM. Oreertzatod Dekeuser. Daversy of Ts
صفحه 26:
flict Management Styles
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 informatiQn, ADAuCTEALVE Ne decoy, Nedeo
صفحه 27:
Conflict-Handling
ntention: 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.
مور وه رهظ هسب( Cheb B. ODM.
صفحه 28:
Conflict-Handling
tention: 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.
Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre.
صفحه 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 effectively
When issues seem tangential or symptomatic of
other issvfeser & COU. Orgreraccd Beta sr. Daversiy ۶ بط
صفحه 30:
Conflict-Handling
ention: 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.
holo ) 90000. مسج م0 Petar. Daversy of Petron.
صفحه 31:
Conflict-Handling
ntention: 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.
Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre.
صفحه 32:
View of Ethics in
Conflict Management
° Utilitarian
° Golden Rule
* Kantian/ Rights
° Enlightened Self Interest
* Justice Approach
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 33:
Approaches to Conflict
Resolution
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 34:
mmunication Guidelines to Buil
More Productive Relationships
. Be 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.
10.Stay there. Don’t walk away mentally, emotionally, physically, or
psychologically.
11.Be direct and tactful.
12.Use I statements rather than you statements (e.g., “When this
happens; I feel ...” rather than “When you do this, it makes me feel
COND VARWNE
13; Bo ‘t attack the other person by ridiculing, taunting, or otherwise
being rude and hostile.
14.Don’t defendtyeurselihy. blaming others.aveiding,.or withdrawing.
صفحه 35:
Negotiating
Negotiation: “A give-and-take decision-making
process involving interdependent parties with
different preferences.”
ODM. Oreertzaced Dekeutor. Daversy of Petre.
6
صفحه 36:
Distributive
Bargaining
Negotiation that seeks to
divide up a fixed amount of
resources; a win-lose
Integrative
Bargaining
Negotiation that seeks one
or more settlements that
can create a _ win-win
solution.
holo 00, OD. Orceizatoad Betas. Daversy of Tetra.
صفحه 37:
Distributive Versus
Integrative Bargaining
Bargaining Distributive Integrative
Characteristic Characteristic Characteristic
Available resources Fixed amount of Variable amount of
resources to be divided __ resources to be divided
Primary motivations | win, you lose | win, you win
Primary interests Opposed to each other Convergent or congruent
with each other
Focus of relationships Short term Long term
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 38:
Zone
Party A's Party 35 ۵ Party B's,
target resistance _ resistance target
point point point point
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 39:
Integrative Approach:
dded-Value Negotiation
* Clarify interests.
* Identify options.
* Design alternative deal packages.
* Select a deal.
* Perfect the deal.
Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre.
صفحه 40:
Situational Influences on
Negotiation
° Location
° Physical Setting
* Time Investment and Deadlines
* Audience
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 41:
Decision-Making Biases That
Impede Negotiations
Escalation of commitment
The mythical fixed pie
Anchoring and adjustments
Framing negotiations
Availability of information
The winner’s curse
Overconfidence
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 42:
Effective Negotiator
Behaviours
* Plan and Set Goals
* Gather Information
* Communicate Effectively
* Make Appropriate Concessions
Chole @. ODM. Oreertzatred Brhever, Daversay of Toker
صفحه 43:
mproving Negotiation
Skills
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 44:
HE METHOD - Fisher and
Ury
* Separate the People from the
Problem
* Focus on Interests, Not Positions
* Invent Options for Mutual Gain
* Insist on Using Objective Criteria
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 45:
Gowe esseuid requireweds
Be punctual , adverse decision could be made
during your absence
Be participatory , silence means consent.
Be vocal and visible
Have good networking , getting support from
other Parties on your position
Understand other issues [] decisions are made in
“package deal” manner, need to judge progress of
other issues under negotiation
Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre.
صفحه 46:
اب2() رین( ۳۳۵ Ost
1. Mediation 2. Arbitration
3. Conciliation
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 47:
Lies
. Puffery
. Deception
. Weakening The Opponent
. Strengthening One’s Own Position
Information Exploitation
. Nondisclosure
. Change of Mind
Distraction
0. Maximization
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 48:
Stroop Test
red PB green brown
5۲2۷ رب reeset)
white Fit) ل
UTS 20625 wa
بر ۲۵
white (acl green
green + 8 red
۳0۲۵۷۷۷ ۲
Chole @. ODM. Oreertzatred Dekeurer. Daversay of Petre.
صفحه 49:
Stroop Test
* The automatic _ processin 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: PRS AeO: سوه مه مس Petr.
صفحه 50:
1 Mistake:1
There is no “I” in ‘customer’
© © ©
You
Okeke ®. ODM. Orcerezctexrd خر روموت Pete
صفحه 51:
Sellers Talking
Time?
What is the Structure of
Talking in Negotiation?
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 52:
ale University (30 minute
Talk)
On dS wit
Chelpow @. ODL. Orertzared Bekaver. Daversay of Toker.
صفحه 53:
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Organizational Behavior:
Conflict
and
Negotiation
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Conflict
Conflict:
“The process in which one party
perceives that its interests are being opposed or
negatively affected by another party.”
Functional (Constructive) conflict serves the
organization’s interests while
dysfunctional conflict threatens the
organization’s
interests.
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Brown’s Conflict Continuu
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Conflict and Unit
Performance
© 2005 Prentice Hall Inc. All rights reserved.
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Traditional
Transitions
in Conflict
Thought
Human
Relations
Interactionist
Gholipour A. 2011. Organizational Behavior. University of Tehran.
The Conflict Process
Gholipour A. 2011. Organizational Behavior. University of Tehran.
The Conflict Process
Perceived
Conflict
Sources of
Conflict
Manifest
Conflict
Conflict
Outcomes
Felt
Conflict
Gholipour A. 2011. Organizational Behavior. University of Tehran.
A Conflict Model
• Latent 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.
Outcomes of Conflict
• Functional Outcomes from Conflict
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation
and change
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Outcomes of Conflict
• Dysfunctional Outcomes from Conflict
– Development of discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes
group goals
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Types of Conflict
Line – Staff Conflict
Intrapersonal Conflict
Approach-Approach
Approach - Avoidance
Avoidance – Avoidance
Interpersonal Conflict
Intergroup Conflict
Cross – Cultural Conflict
Task Conflict
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Antecedents of Conflict
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Incompatible 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.
Sources of Conflict
Goal
Incompatibility
Different Values
and Beliefs
• Goals conflict with goals of others
• Different beliefs due to
unique
background,
experience, training
• Caused by specialized tasks,
careers
• Explains misunderstanding in
cross-cultural and merger
relations
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Sources of Conflict
Goal
Incompatibility
Different Values
and Beliefs
Task
Interdependence
Three levels of
interdependence
Pooled
Resource
A
B
C
Sequential
A
B
Reciprocal
C
A
B
Gholipour A. 2011. Organizational Behavior. University of Tehran.
C
Sources of Conflict
Goal
Incompatibility
Different Values
and Beliefs
Task
Interdependence
Scarce
Resources
Ambiguity
• Increases competition for resources to
fulfill goals
• Lack of rules guiding
relations
• Encourages political tactics
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Sources of Conflict
Goal
Incompatibility
Different Values
and Beliefs
Task
Interdependence
Lack of opportunity
--reliance on stereotypes
Lack of ability
-- arrogant communication
heightens conflict perception
Scarce
Resources
Ambiguity
Communication
Problems
Lack of motivation
-- conflict causes lower
motivation to communicate,
increases stereotyping
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Example of Overlapping
Authorities
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Conflict Management Styles:
Orientations
• Win-win orientation
– You believe parties will find a mutually
beneficial solution to their disagreement
• Win-lose orientation
– You believe that the more one party
receives, the less the other receives
– Tends
to
escalate
conflict,
use
of
power/politics
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Tips for Managers Whose
Employees
Are Having a Personality
Conflict
1. Follow company policies for diversity, antidiscrimination, and sexual harassment.
2. Investigate and document conflict.
3. If appropriate, take corrective action (e.g.,
feedback or B Mod).
4. If necessary, attempt informal dispute
resolution.
5. 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.
Minimizing Inter-group
Conflict: An Updated Contact
Model
Level of perceived
Inter-group conflict
tends
to increase when:
•
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
Recommended actions:
Work to eliminate specific
interactions between groups (and m
• Conduct team building to reduce intr
conflict and prepare employees for
cross-functional teamwork.
• Encourage personal friendships and
working relationships across groups
departments.
• Foster positive attitudes toward mem
of other groups (empathy, compassion
sympathy).
• Avoid or neutralize negative gossip a
groups or departments.
•
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Skills and Best Practices: How
to Build Cross-Cultural
Relationships
Behavior
Rank
Be a good listener
1
Be sensitive to the needs of others
2
Be cooperative, rather than overly competitive Tie2
Advocate inclusive (participative) leadership
Compromise rather than dominate
4
Build rapport through conversations
5
Be compassionate and understanding
6
Avoid conflict by emphasizing harmony
7
Nurture others (develop and mentor)
8
Gholipour A. 2011. Organizational Behavior. University of Tehran.
3
Stimulating Functional
Conflict
Devil’s Advocacy
Dialectic Method
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Concern for Others
Conflict Management
Styles
High
Integrating
Obliging
Compromising
Low
Dominating
Avoiding
High
Low
Concern for Self
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Conflict Management Styles
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Conflict Management Styles
• 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
Gholipour A.
2011.creativity.
Organizational Behavior. University of Tehran.
Conflict-Handling
Intention: Competition
• When quick, decisive action is
emergencies); on important issues.
vital
(in
• 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
noncompetitive behavior.
advantage
Gholipour A. 2011. Organizational Behavior. University of Tehran.
of
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.
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 effectively
• When issues seem tangential or symptomatic of
Gholipour A. 2011. Organizational Behavior. University of Tehran.
other issues.
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.
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.
View of Ethics in
Conflict Management
•
•
•
•
•
Utilitarian
Golden Rule
Kantian/ Rights
Enlightened Self Interest
Justice Approach
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Approaches to Conflict
Resolution
Focus on
Larger Goals
Bring Parties
Together to Foster
Understanding and
Cooperation
Separate
Conflicting
Parties
Improve
Communications
Reduced
Conflict
Use Third
Parties as
Mediators
Clarify Job
Responsibilities
Develop
Employees’
Negotiating Skills
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Communication Guidelines to Build
More Productive Relationships
1.
2.
3.
4.
5.
Be 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.
6. Focus on behavior that the other person controls.
7. Maintain good eye contact.
8. Focus on only one specific issue or behavior at a time.
9. Don’t interrupt.
10.Stay there. Don’t walk away mentally, emotionally, physically, or
psychologically.
11.Be direct and tactful.
12.Use I statements rather than you statements (e.g., “When this
happens, I feel …” rather than “When you do this, it makes me feel
…”).
13.Don’t attack the other person by ridiculing, taunting, or otherwise
being rude and hostile.
A. 2011.
University
of Tehran.
14.Don’t defendGholipour
yourself
by Organizational
blamingBehavior.
others,
avoiding,
or withdrawing.
Negotiating
Negotiation: “A give-and-take decision-making
process involving interdependent parties with
different preferences.”
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Bargaining Strategies
Distributive
Bargaining
Negotiation that seeks to
divide up a fixed amount of
resources;
a
win-lose
situation.
Integrative
Bargaining
Negotiation that seeks one
or more settlements that
can create a win-win
solution.
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Distributive Versus
Integrative Bargaining
Bargaining
Characteristic
Distributive
Characteristic
Integrative
Characteristic
Available resources Fixed amount of
Variable amount of
resources to be divided
resources to be divided
Primary motivations I win, you lose
Primary interests
I win, you win
Opposed to each other
Convergent or congruent
with each other
Focus of relationships
Short term
Long term
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Staking Out the Bargaining
Zone
Gholipour A. 2011. Organizational Behavior. University of Tehran.
An Integrative Approach:
Added-Value Negotiation
•
•
•
•
•
Clarify interests.
Identify options.
Design alternative deal packages.
Select a deal.
Perfect the deal.
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Situational Influences on
Negotiation
• Location
• Physical Setting
• Time Investment and Deadlines
• Audience
.
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Decision-Making Biases That
Impede Negotiations
• Escalation of commitment
• The mythical fixed pie
• Anchoring and adjustments
• Framing negotiations
• Availability of information
• The winner’s curse
• Overconfidence
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Effective Negotiator
Behaviours
• Plan and Set Goals
• Gather Information
• Communicate Effectively
• Make Appropriate Concessions
..
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Improving Negotiation
Skills
• Research your opponent
• Begin with a positive overture
• Address problems, not personalities
• Pay little attention to initial offers
• Emphasize win-win solutions
• Create an open, trusting climate
Gholipour A. 2011. Organizational Behavior. University of Tehran.
THE METHOD – Fisher and
Ury
• Separate the People from the
Problem
• Focus on Interests, Not Positions
• Invent Options for Mutual Gain
• Insist on Using Objective Criteria
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Some essential requirements
• Be punctual , adverse decision could be made
during your
absence
• Be participatory , silence means consent.
• Be vocal and visible
• Have good networking , getting support from
other Parties on your position
• Understand other issues decisions are made in
“package deal” manner, need to judge progress of
other issues under negotiation
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Using Third-Party Negotiations
1. Mediation
2. Arbitration
3. Conciliation
4. Consultation
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Unethical Negotiating Tactics
1. Lies
2. Puffery
3. Deception
4. Weakening The Opponent
5. Strengthening One’s Own Position
6. Information Exploitation
7. Nondisclosure
8. Change of Mind
9. Distraction
10. Maximization
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Stroop Test
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Stroop Test
• The
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.
Gholipour A. 2011. Organizational Behavior. University of Tehran.
– Source: PBS
Online
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Sellers Talking
Time?
What is the Structure of
Talking in Negotiation?
Gholipour A. 2011. Organizational Behavior. University of Tehran.
Yale University (30 minute
Talk)
2nd 15 minute
Gholipour A. 2011. Organizational Behavior. University of Tehran.
If you think you’re too
small to make an impact,
try going to bed with a
