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1、Chap. 13 Conflict & negotiation,13.1 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 thought,The traditional view-the belief
2、that all conflict is harmful & must be avoided human relations view-the belief that conflict is a natural & inevitable outcome in any group interactionist view-the belief that conflict is not only a positive force in a group but absolutely necessary for a group to perform effectively,2. Functional v
3、s. Dysfunctional conflict,Conflict that supports the goals of the group & improve its performance Conflict that group performance,3.The conflict process (1)Potential opposition or incompatibility,Causes(sources)- presence of necessary condition creating opportunities for conflict to arise communicat
4、ion-semantic 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 participation personal variables-authorit
5、arian differing value systems(prejudice,evaluation),3.The conflict process (2)Cognition & personalization,Perceived conflict-awareness by 1 or more parties of the existence of antecedent conditions creating opportunities for conflict to arise felt conflict-emotional involvement in a conflict creatin
6、g 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)intentions,Decisions to act in a given way in a conflict episode primary conflic
7、t-handling intentions:2 dimensions cooperativeness,assertiveness-the degree to which 1 party attempt to meet ones own concerns competing (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,reaction conflict intensity continuum(escalate along)-minor -, overt challenging,assertive verbal attacks,threats ) conflict management: the use of resolution & stimulatio
9、n techniques to achieve the desired level of conflict conflict resolution techniques: P-S,superordinate goals, expansion of resources,avoidance,smoothing,compromise, authoritative command,alter the human(structural) variable conflict stimulation techniques:communication,bringing in outsiders,restruc
10、turing,appointing a devils advocate,3.The conflict process (5)outcome,Functional outcome:improve groups performance 1.do innovative decisions-antidote for groupthinking, challenges status quo creating Functional conflict-reward dissent & punish avoider,Chap. 13 Conflict & negotiation,13.2 Negotiatio
11、n 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 & bargaining interchanges,1.Bargaining Strategies (1) Distributive : Claiming value,Negotiation that seeks to divide up a fixed amount of resources;a win-lose s
12、ituation essence: negotiation over who gets what share of a fixed pie; adversaries-any gain made at your lose bargaining zone: aspiration range (resistance point,target -) ; settlement range Outcome: Compromise/ split the difference; Take a position & stick to it,Argue persuasively use power tactics
13、 (bluffs, threats,commitment),1.Bargaining Strategies (2) Integrative : Creating value,Negotiation that seeks 1 or more settlement that can create a win-win solution adversaries Focus on interests than positions, Invent options for mutual gain Characteristic Distributive Integrative Available resour
14、ces Fixed amount to be Variable Primary motivations I win,you lose win,win Primary interests Opposed to each other convergent Focus of relationship Short term long term conditions:open with information & candid about their concern,a sensitivity to others needs,trust one another, willingness to maint
15、ain flexibility,2. Negotiation process,Preparation & planning-goals(minimally acceptable,most hopeful),information gathering, develop a strategy-B alternative To N Ag definition of ground rules- clarification & justification bargaining & P-S closure & inplementation,3. Issues in negotiation,(1)D-m biases hindering effective negotiation 1.irrational escalation of commitment;2.the mythical fixed pie;3.anchoring 3. Chinese Japanese develop a relationship & a commitment to work together,3. Issues in negotiation,Comparison: North Ame. Arab Russian persuade fact,logic emotion a
