Conflict

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
WWW.PRENHALL.COM/ROBBINS

T E N T H E D I T I O N

© 2003 Prentice Hall Inc. All rights reserved. PowerPoint Presentation by Charlie Cook

O B J E C T I V E S
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

1. Define conflict.
2. Differentiate between the traditional, human
relations, and interactionist views of conflict.
L E A R N I N G

3. Contrast task, relationship, and process
conflict.
4. Outline the conflict process.
5. Describe the five conflict-handling intentions.
6. Contrast distributive and integrative
bargaining.
© 2003 Prentice Hall Inc.
All rights reserved. 14–2

O B J E C T I V E S (cont’d)
AFTER STUDYING THIS CHAPTER,
YOU SHOULD BE ABLE TO:

7. Identify the five steps in the negotiating
process.
8. Describe cultural differences in negotiations.
L E A R N I N G


Transitions in Conflict Thought
Transitions in Conflict Thought

Causes:
Causes:
•• Poor communication
Poor communication
•• Lack of openness
Lack of openness
•• Failure to respond to
Failure to respond to
employee needs
employee needs

Transitions in Conflict Thought (cont’d)
Transitions in Conflict Thought (cont’d)


Functional versus Dysfunctional Conflict
Functional versus Dysfunctional Conflict


Types of Conflict
Types of Conflict


The Conflict Process
The Conflict Process

© 2003 Prentice Hall Inc. EXHIBIT 14-1


Stage I: Potential Opposition or Incompatibility
Stage I: Potential Opposition or Incompatibility
 Communication
– Semantic difficulties, misunderstandings, and “noise”
 Structure
– Size and specialization of jobs
– Jurisdictional clarity/ambiguity
– Member/goal incompatibility
– Leadership styles (close or participative)
– Reward systems (win-lose)
– Dependence/interdependence of groups
 Personal Variables
– Differing individual value systems
– Personality types

Stage II: Cognition and Personalization
Stage II: Cognition and Personalization

Conflict Definition
Conflict Definition

Negative Emotions
Negative Emotions Positive Feelings
Positive Feelings
© 2003 Prentice Hall Inc. 14–
All rights reserved. 10

Stage III: Intentions
Stage III: Intentions

Cooperativeness:
Cooperativeness:
• • Attempting to satisfy
Attempting to satisfy
the other party’s
the other party’s
concerns.
concerns.
Assertiveness:
Assertiveness:
• • Attempting to satisfy
Attempting to satisfy
one’s own concerns.
one’s own concerns.

Stage III: Intentions (cont’d)


Dimensions of Conflict-Handling Intentions
Dimensions of Conflict-Handling Intentions

© 2003 Prentice Hall Inc. EXHIBIT 14–
14-2


Stage IV: Behavior
Stage IV: Behavior


Stage IV: Conflict Resolution Techniques
Stage IV: Conflict Resolution Techniques

•• Problem solving
Problem solving
•• Superordinate goals
Superordinate goals
•• Expansion of resources
Expansion of resources
•• Avoidance
Avoidance
•• Smoothing
Smoothing
•• Compromise
Compromise
•• Authoritative command
Authoritative command
•• Altering the human variable
Altering the human variable
•• Altering the structural variables
Altering the structural variables

Stage IV: Conflict Stimulation Techniques
Stage IV: Conflict Stimulation Techniques

•• Communication
Communication
•• Bringing in outsiders
Bringing in outsiders
•• Restructuring the organization
Restructuring the organization
•• Appointing a devil’s advocate
Appointing a devil’s advocate


Conflict-Intensity Continuum
Conflict-Intensity Continuum

14-3


Stage V: Outcomes
Stage V: Outcomes
 Functional Outcomes from Conflict
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Encouragement of interest and curiosity
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation and
change
 Creating Functional Conflict
– Reward dissent and punish conflict avoiders


Stage V: Outcomes (cont’d)
Stage V: Outcomes (cont’d)
 Dysfunctional Outcomes from Conflict
– Development of discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes group
goals


Negotiation
Negotiation


Bargaining Strategies
Bargaining Strategies


Distributive versus Integrative Bargaining
Distributive versus Integrative Bargaining

14-5


Staking Out the Bargaining Zone
Staking Out the Bargaining Zone

14-6


Issues in Negotiation
Issues in Negotiation
 The Role of Personality Traits in Negotiation
– Traits do not appear to have a significantly direct effect
on the outcomes of either bargaining or negotiating
processes.
 Gender Differences in Negotiations
– Women negotiate no differently from men, although
men apparently negotiate slightly better outcomes.
– Men and women with similar power bases use the
same negotiating styles.
– Women’s attitudes toward negotiation and their
success as negotiators are less favorable than men’s.


Third-Party Negotiations
Third-Party Negotiations


Third-Party Negotiations (cont’d)
Third-Party Negotiations (cont’d)


Why U.S. Managers Might Have Trouble in Cross-
Why U.S. Managers Might Have Trouble in Cross-
Cultural Negotiations
Cultural Negotiations

14-8


Conflict and Unit Performance
Conflict and Unit Performance

14-9a


Conflict Prentice Hall Inc.
© 2003 and Unit Performance (cont’d)
Conflict and Unit Performance (cont’d) EXHIBIT 14–
14-9b


Conflict

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