1) The document summarizes key concepts from Chapter 14 on organizational conflict and negotiation. It defines different types of conflict, including task, relationship, and process conflict.
2) It describes the 5 stages of the conflict process: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Intentions can include competing, collaborating, avoiding, accommodating, and compromising.
3) Negotiation strategies are also discussed, including distributive and integrative bargaining. The 5 steps of negotiation are preparation, defining ground rules, clarification, bargaining, and closure.
Report
Share
Report
Share
1 of 6
More Related Content
Similar to chapter-14-study-guide-summary-organizational-behavior.docx
functional and dysfunctional conflicts.pptxsadiajabeen12
This document discusses conflict and its management in organizations. It begins by defining conflict and outlining traditional, human relations, and interactionist views of conflict. It then contrasts functional and dysfunctional conflict, and discusses the conflict iceberg model. The document outlines the 5 stages of conflict (potential opposition, cognition/personalization, intentions, behavior, outcomes) and 5 styles for handling conflict (integrating, obliging, dominating, avoiding, compromising). It also discusses stimulating functional conflict, managing intergroup conflict, and alternative dispute resolutions including mediation and arbitration.
The document provides an overview of models of conflict, including definitions, causes, consequences, and solutions. It begins by defining conflict and distinguishing between different types. Key points include:
- Conflict is a perception of incompatibility between two interdependent parties. It exists when one party feels another has negatively affected something they care about.
- There are various causes of conflict including personal, structural, and communication factors. Conflict has both functional and dysfunctional consequences depending on how it is managed.
- Conflict management aims to minimize dysfunctional aspects and enhance constructive functions, while conflict resolution seeks to end conflict. Managing conflict appropriately is important for optimal organizational performance.
Conflict arises from incompatible goals, interests or behaviors between interdependent parties. It can be functional in spurring innovation, or dysfunctional in hindering performance. There are multiple levels of conflict from latent tensions to active disagreements. Conflict evolves through stages from potential issues to outcomes, and can be managed constructively through stimulating productive task conflicts, using interest-based negotiation or third-party mediation to resolve disputes, and reducing negative relationship conflicts. The key is managing the level and type of conflict for optimal group performance and outcomes.
This document discusses conflict management and provides information on various perspectives and types of conflict, the conflict process, and techniques for managing conflict. It defines conflict and describes the traditional and interactionist views of conflict. It also outlines the levels of conflict from the individual to organizational levels and discusses the sources and forms of conflict. Further, it explains the five stages of the conflict process and four main techniques for managing conflict - avoidance, accommodation, competition, and compromise.
This document provides an overview of conflict and conflict resolution. It defines conflict as differences in opinions, interests, or perceptions between two or more parties. It discusses traditional, human relations, and interactionist views of conflict. Conflict can be functional and promote performance or dysfunctional and hinder performance. The document outlines the stages of conflict (latent, perceived, felt, manifest) and levels (individual, group, organizational). It discusses strategies for resolving intra-group and inter-group conflict such as problem-solving, organization redesign, and appealing to superordinate goals. The document emphasizes the importance of managing conflict to achieve optimal organizational performance.
Conflict arises from incompatible goals, interests or values between individuals or groups. It can be constructive by improving decision making or destructive by hindering performance. There are various models of the conflict process including potential opposition, cognition, intentions, behaviors and outcomes. Conflict may be stimulated functionally through approaches like devil's advocacy or dialectical debate. Dysfunctional conflict should be managed through addressing personal or structural causes, using third party assistance, and integrative or distributive negotiation techniques. Overall, optimal organizational performance requires managing conflict at a moderate, constructive level.
The document provides an overview of a presentation on conflict management and negotiation. It defines conflict, outlines different views of conflict, and describes the conflict process in 5 stages - potential opposition, cognition/personalization, intentions, behavior, and outcomes. It also discusses negotiation strategies like distributive vs integrative bargaining, and tips for managing workplace conflict such as building relationships and focusing on problem-solving over changing people.
Organizational conflict arises from incompatible goals between individuals or groups that prevent them from achieving objectives. It can be positive if it improves effectiveness, but negative conflict disrupts work and creates a difficult environment. Conflict progresses from latent potential to perceived issues to felt emotions to manifest actions and aftermath. It is best resolved through cooperative solutions like collective bargaining, conciliation, negotiation, mediation or binding arbitration. Unresolved conflict stresses employees and reduces productivity and motivation.
CONFLICT it's types , source, causes and management.pptxSudeepDas49
This document discusses conflict, its causes, types, and resolution strategies. It defines conflict as differences in views or opinions between parties that negatively impact their goals. Conflict can be functional and improve group performance or dysfunctional and hinder it. Sources of conflict include organizational change, differing values, threats to status, contrasting perceptions, lack of trust, incivility, difficult tasks, and personality clashes. Conflict management strategies discussed are confronting, avoiding, smoothing, forcing, compromising, using superordinate goals, and expanding resources. Unhealthy ways to resolve conflict are denial, giving up, anger/blame, and manipulation while healthy ways are open communication and finding mutually agreeable solutions.
Inter Group Conflict_ Mayonte,Jevy Rose M.pptxJevyRoseMolino1
Intergroup conflict occurs between two or more groups within an organization that do not share the same goals. It can involve disagreement, discord, or even violence. Common causes of intergroup conflict include differences in goals, perceptions, and demands for specialists between groups. There are two main types of intergroup conflict: task conflict, due to differing aims or standards, and relationship conflict, involving personal views and attitudes. Managing intergroup conflict requires acknowledging it, allowing grievances to be aired, and using negotiation or mediation to resolve issues constructively.
This document summarizes the key stages and types of conflict outlined in Chapter 14 of Robbins' Organizational Behavior textbook. It discusses:
1) The traditional, human relations, and interactionist views of conflict. The interactionist view sees some conflict as necessary for innovation.
2) Functional conflicts are task-related and improve performance, while dysfunctional conflicts are personal and hurt relationships.
3) The five stages of conflict: potential opposition, cognition/personalization, intentions, behaviors, and outcomes.
4) Negotiation strategies like distributive and integrative bargaining, and the preparation and stages of the negotiation process.
This document discusses managing conflicts in organizations. It begins by defining conflict and noting that conflict exists at all levels of society and is natural and inevitable in human relationships. Conflict is the root of change and prevents stagnation.
The document then discusses different perspectives on conflict, including traditional views that see all conflict as harmful, human relations views that see conflict as natural, and interactionist views that see conflict as necessary for group performance. It also discusses functional and dysfunctional conflict in organizations.
The rest of the document outlines sources of conflict, stages of conflict escalation, approaches to conflict resolution including competing, collaborating, avoiding, accommodating, and compromising, and recommendations for when to use each approach to conflict management.
Conflict occurs when disagreements exist over issues or goals, or when emotional tensions cause friction between individuals or groups. There are different types and levels of conflict, including substantive, emotional, intrapersonal, interpersonal, intergroup, and interorganizational. Conflict can be functional when it improves decision making, but dysfunctional when it harms relationships. Successful conflict management involves understanding the causes and stages of conflict, then applying appropriate resolution techniques like compromise, problem solving, or altering structural variables to address the underlying issues fueling the conflict.
The document discusses the topic of conflict in business organizations. It defines conflict and describes different types of conflict including goal conflict, affective conflict, cognitive conflict, and procedural conflict. It then discusses different views of conflict in business, including the traditional view that conflict is bad, the human relations view that conflict is inevitable, and the interactionist view that functional conflict can be good. The document outlines the stages of conflict including potential opposition, cognition and personalization, behavior, and outcomes. It also discusses methods for resolving conflict such as passive resolution, win-win solutions, structured problem solving, confronting conflict, and selecting a better alternative.
The document discusses the stages of conflict, sources of conflict, approaches to handling conflict, and outcomes of conflict. It addresses potential opposition, cognition and personalization of conflict, intentions to intervene, behaviors used to resolve conflict, and the functional and dysfunctional outcomes that can result. It also discusses negotiation processes, including distributive vs integrative approaches, strategies used, and the role of personality traits and gender in negotiations. Key third parties that can assist with conflict resolution through mediation, arbitration, or consultation are also outlined.
This document summarizes interpersonal conflict and negotiation skills. It discusses various types of conflict including interpersonal, intergroup, and organizational conflict. It describes sources of interpersonal conflict such as personal differences and role incompatibility. Strategies for resolving interpersonal conflict include collaborating, compromising, accommodating, avoiding, and forcing. Effective negotiation involves both distributive and integrative approaches and developing strong negotiation skills. The document provides an overview of concepts relating to conflict management and resolution.
This document discusses the nature and types of conflict, as well as the conflict management process. It defines conflict as a disagreement between incompatible goals, needs or ideas. There are two main types: cognitive conflict, which involves differences in perspectives, and affective conflict, which is emotional and can be destructive. The document asserts that a moderate level of cognitive conflict in an organization can stimulate new ideas and improve performance, but too much conflict leads to chaos. It outlines the stages in the conflict process from a latent potential for conflict to an eventual outcome. Functional conflict is resolved well while dysfunctional conflict is mishandled.
The document discusses conflict and negotiation. It defines conflict as disagreements that arise over goals or methods. There are different views of conflict, from seeing it as purely harmful to recognizing that it can have positive functions when managed constructively. Conflicts can be task-related, relationship-based, or about processes. The conflict process involves potential opposition, cognition and personalization of the issues, intentions to address it, behaviors used, and outcomes. Negotiation is the process of making joint decisions when parties differ and can use distributive or integrative strategies. Third parties like mediators or consultants can assist in negotiation. The document outlines factors to consider for different conflict-handling intentions.
The document outlines concepts related to conflict and negotiation including defining conflict, reviewing views of conflict, contrasting functional and dysfunctional conflict, outlining the conflict process, studying conflict handling orientations, comparing bargaining strategies, and identifying biases that hinder negotiations. It provides learning objectives and details each stage of the conflict process from potential opposition to outcomes. The document also discusses negotiation, bargaining strategies, and issues that can impact the negotiation process.
Similar to chapter-14-study-guide-summary-organizational-behavior.docx (20)
Embracing Change_ Volunteerism in the New Normal by Frederik Durda.pdfFrederik Durda
The new normal has not diminished the spirit of volunteerism; rather, it has transformed it, opening up new avenues for individuals to connect with and support their communities. As we continue to adapt, volunteerism will remain a vital force in building resilient, compassionate, and inclusive societies.
CAPACITY BUILDING:HOW TO GROW YOUR INFLUENCE, INCOME & IMPACTTochi22
Don't wish for less problems but for more capacity.
In this slideshare, you will discover the importance of capacity and different critical areas you must build to achieve your dream life.
To get the recording of this seminar, join our community on Clubhouse @ High Impact Makers
Understanding Bias: Its Impact on the Workplace and Individualssanjay singh
In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
1. Downloaded by Nisha Vatwani (mscs2173150@szabist.pk)
lOMoAR cPSD|31358768
Chapter 14 Study Guide - Summary Organizational Behavior
Management & Organizational Behavior (San Diego State University)
Studocu is not sponsored or endorsed by any college or university
2. lOMoAR cPSD|31358768
Downloaded by Nisha Vatwani (mscs2173150@szabist.pk)
Chapter 14 – Conflict and Negotiation
Conflict – a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something
that the first party cares about.
• Conflict describes the point in ongoing activity when interaction becomes disagreement.
• Not all conflicts are the same and different types of conflict have different effects.
Functional conflict – conflict that supports the goals of the group and improves its performance (constructive form of conflict).
• Ex) a debate among members of a work team about the most efficient way to improve production can be functional if unique points of
view are discussed and compared openly.
Dysfunctional conflict – conflict that hinders group performance.
• A highly personal struggle for control in a team that distracts from the task at hand is dysfunctional.
Types of Conflict (Disagreement)
1. Task conflict – conflict over content and goals of the work.
2. Relationship conflict – conflict based on interpersonal relationships.
3. Process conflict – conflict over how work gets done.
• Relationship conflicts (in work settings) are almost always dysfunctional, because the friction and interpersonal hostilities inherent in
relationship conflicts increase personality clashes and decrease mutual understanding, which hinders the completion of organizational
tasks.
• Relationship conflicts are also the most psychologically exhausting to individuals because they tend to revolve around personalities.
• Task conflict among top management teams was positively associated with performance, whereas conflict lower in the organization
was negatively associated with group performance.
o If task and relationship conflicts occurred together, task conflict was more likely negative.
o If task conflict occurred by itself, it was more likely positive.
o If task conflict is very low, people aren’t really engaged.
o If task conflict is too high, infighting will quickly degenerate into relationship conflict.
▪ So aim for moderate levels of task conflict.
• Personalities of the teams also matter.
o Teams of individuals who are high in openness and emotional stability are better able to turn task conflict into increased
group performance.
o Process conflicts are about delegation and roles. So, process conflicts become highly personalized and quickly devolve into
relationship conflicts.
Loci of Conflict
• Locus = framework within which the conflict occurs.
1. Dyadic conflict – conflict that occurs between 2 people.
2. Intragroup conflict – conflict that occurs within a group or team.
3. Intergroup conflict – conflict between different groups or teams.
• Task, relationship, and process conflict considers intragroup conflict (within the group).
• For intragroup task conflict to positively influence performance within the team, it is important that the team has a supportive climate
in which mistakes aren’t penalized and every team member has the other’s back.
o Ex) A certain amount if intragroup conflict is good for team performance.
• High levels of conflict between teams (intergroup conflict) caused individuals to focus on complying with norms within their teams.
• Individuals become most important in intergroup conflicts.
The Conflict Process
Conflict process – a process that has 5 stages (1) potential opposition or incompatibility, (2) cognition and personalization, (3) intentions, (4)
behavior, and (5) outcomes.
STAGE 1: Potential Opposition or Incompatibility
• The appearance of conditions – causes or sources – that create opportunities for it to arise.
• These conditions need not lead directly to conflict, but one of them is necessary if it is to surface.
• The conditions are grouped into 3 categories: (1) communication, (2) structure, and (3) personal variables.
o Communication: communication can be a source of conflict. Semantic difficulties, misunderstandings, “noise” in the
communication channel, jargon, and insufficient info all cause conflict.
▪ The potential for conflict increases with too little or too much communication (over communication can
increase conflict).
o Structure: variables such as size of group, degree of specialization in tasks assigned to group members, jurisdictional
clarity, member-goal compatibility, leadership styles, reward systems, and degree of dependence between groups.
▪ The larger the group and the more specialized activities, the greater the likelihood of conflict.
▪ Tenure and conflict are inversely related (the longer a person stays with an organization, the less likely conflict
occurs).
▪ The potential for conflict is greatest when group members are younger and when turnover is high.
o Personal Variables: when you have to work with people you don’t like (first impressions, characteristics like their voice,
facial expressions, or word choice are annoying, conflict may arise.
▪ Potential variables include personality, emotions, and values.
1
3. lOMoAR cPSD|31358768
Downloaded by Nisha Vatwani (mscs2173150@szabist.pk)
▪ People high in the personality traits or disagreeableness, neuroticism, or self-monitoring are prone to tangle
with other people more often – and to react poorly when conflicts occur.
▪ Emotions can cause conflict even when they are not directed at others.
▪ Differences in preferences and values can generate conflict.
STAGE 2: Cognition and Personalization
• If the conditions in Stage 1 negatively affect something one party cares about, then the potential for opposition or incompatibility
becomes actualized in the Stage 2.
• Perceived conflict – awareness by one of more parties of the existence of conditions that create opportunities for conflict to arise.
• Felt conflict – emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility.
• Stage 2 is where conflict issues tend to be defined (where the parties decide what the conflict is about).
• People tend to default to cooperative strategies in interpersonal interactions unless they are faced with a competitive person.
• Emotions play a major role in shaping perceptions.
o Negative emotions allow us to oversimplify issues, lost trust, and put negative interpretations on the other party’s behavior.
o Positive feelings increase our tendency to see potential relationships among elements of a problem, take a broader view of
the situation, and develop
innovative solutions.
STAGE 3: Intentions
• Intentions – decisions to act in a given way. They intervene between people’s perceptions and emotions, and their overt behavior.
• Many conflicts escalate simple because one party attributes the wrong intentions to the other. There is a slippage between intentions
and behavior, so behavior does not always accurately reflect a person’s intentions.
Using 2 dimensions:
1. Assertiveness - the degree to which one party attempts to satisfy his or her own concerns.
2. Cooperativeness - the degree to which one party attempts to satisfy the other party’s concerns.
We can identify 5 conflict-handling intentions:
1. Competing – A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict.
• HIGH assertive LOW cooperativeness.
• Win-lose
• We are more amp to compete when resources are scarce.
2. Collaborating – A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties in search for a
mutually beneficial outcome.
• HIGH assertiveness HIGH cooperativeness.
• Finding a win-win solution.
• Win-win
3. Avoiding – the desire to withdraw from or suppress a conflict.
• LOW assertiveness LOW cooperativeness.
• Trying to ignore a conflict and keeping away from others with whom you disagree.
• Lose-lose
4. Accommodating – the willingness of one party in a conflict to place the opponent’s interests above his or her own.
• LOW assertiveness HIGH cooperativeness.
• Supporting someone else’s opinion despite your reservations about it.
• Seeks to appease an opponent may be willing to place the opponent’s interests above his or her own, sacrificing to
maintain the relationship.
• Lose-win
5. Compromising – a situation in which each party to a conflict is willing to give up something.
• IN BETWEEN both assertiveness and cooperativeness.
• There is no winner or loser.
• Accepting a solution with incomplete satisfaction of both parties’ concerns.
STAGE 4: Behavior
• This is where conflicts become most visible.
• This stage includes statements, actions, and reactions made by conflicting parties, usually as overt attempts to implement their own
intentions.
• Stage 4 is a dynamic process of interaction. Ex) one makes a demand, the other argues back, then they threaten them, and then the
other threatens back.
• All conflicts exist on a continuum where lower end conflicts are characterized by subtle, indirect, and highly controlled forms of
tension (such as a student challenging a point the instructor made) and are functional conflicts. The top of the continuum is where
conflicts become highly destructive (strikes, riots, and wars) and are almost always dysfunctional conflicts.
• Intentions brought into a conflict are eventually translated into behaviors.
o Competing brings out active attempts to contend with team members, and more individual effort to achieve ends without
working together.
o Collaborating creates investigation of multiple solutions with other members of the team and trying to find a solution that
satisfies all parties as much as possible.
o Avoidance is seen in behavior like refusals to discuss issues and reductions in effort toward group goals.
o People who accommodate put their relationships ahead of the issues in the conflict, deferring to others’ opinions and
sometimes acting as a subgroup with them.
o When people compromise, they both expect to (and do) sacrifice parts of their interests, hoping that if everyone does the
same, an agreement will sit out.
2
4. lOMoAR cPSD|31358768
Downloaded by Nisha Vatwani (mscs2173150@szabist.pk)
• Openness and collaborating are both associated with superior group performance, whereas avoiding and competing strategies were
associated with worse group performance.
• Conflict management – the use of resolution and simulation techniques to achieve the desired level of conflict.
STAGE 5: Outcomes
• The action-reaction interplay between conflicting parties creates consequences. These outcomes may be functional if the conflict
improves the group’s performance, or dysfunctional if it hinders performance.
• Functional outcomes: Moderate levels of (task and process) conflicts could improve group effectiveness.
o Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest
and curiosity among group members, provides the medium for problems to be aired and tensions released, and fosters self-
evaluation and change.
• Dysfunctional outcomes: Uncontrolled opposition breeds discontent, which acts to dissolve common ties and eventually leads to the
destruction of the group.
o Dysfunctional conflicts reduce group effectiveness.
o Undesirable consequences include: poor communication, reductions in group cohesiveness, and subordinate of group goals
to the primacy of infighting among members.
• All forms of conflict (even the functional varieties) appear to reduce group member satisfaction and trust.
• When active discussions turn into open conflicts between members, information sharing between member’s decreases.
• Also, conflict can bring group functioning to a halt and threaten the group’s survival.
• Managing Functional Conflicts: (Keys to minimizing counterproductive conflicts)
o Recognizing when there really is a disagreement.
o Have opposing groups pick parts of the solution that are most important to them and then focus on how each side can get
its top needs satisfied.
o Discuss differences of opinion openly and prepare to manage conflicts when they arise.
o Managers need to emphasize shared interests in resolving conflicts, so groups that disagree with one another don’t become
too entrenched in their points of view and start to take the conflicts personally.
• Groups with cooperative conflict styles and a strong underlying identification with the overall group goals are more effective than
groups with a competitive style.
• Collectivist cultures see people as deeply embedded in social situations, whereas individualistic cultures see them as autonomous.
o Collectivists (Japanese) are more likely to seek to preserve relationships and promote the good of the group as a whole.
They prefer the indirect method for resolving differences of opinion. They are also more interested in demonstrations of
concern and working through third parties to resolve disputes.
o Individualists (U.S.) will be more likely to confront differences of opinion directly and openly.
o Individualists (U.S.) are more likely to see offers as unfair and reject them.
o U.S. managers are more likely to use competing tactics in the face of conflicts and Chinese managers are more likely to use
compromising and avoiding tactics for conflict management. Yet, top management teams in China prefer collaboration
even more than compromising and avoiding.
o Cross-cultural negotiations can also create issues of trust.
▪ Lower levels of trust are associated with less discovery of common interests between parties, which occurred
because cross-culture negotiators were less willing to disclose and solicit information.
Negotiation
Negotiation – a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.
• Decide how to allocate scarce resources.
Bargaining (Negotiating) Strategies
• There are 2 approaches to negotiation: (1) distributive bargaining, (2) integrative bargaining.
• These both differ in their goal and motivation, focus, interests, information sharing, and duration of relationship.
• Distributive bargaining – negotiation that seeks to divide up a fixed amount of resources; a win-lose situation.
o It operates under zero-sum conditions-that is, any gain I make is at your expense, and vice versa.
o The essence of distributive bargaining is negotiating over who gets what share of a fixed pie.
o Fixed pie – the belief that there is only a set amount of goods or services to be divvied up between the parties.
o Make the first offer, and make it an aggressive one. It shows power; individuals in power are much more likely to make
initial offers, speak first at meetings, and thereby gain the advantage. Also, the anchoring bias; once the anchoring point
has been set, they fail to adequately adjust it based on subsequent information.
o What often happens is we ask for less than we could have obtained when negotiating our salary.
• Integrative bargaining – negotiating that seeks one or more settlements that can create a win-win solution.
o It builds long-term relationships.
o Integrative bargaining bonds negotiators and allows them to leave the bargaining table feeling they have achieved victory.
o Compromise is your worst enemy in negotiating a win-win agreement. It reduces the pressure to bargain integratively.
The Negotiation Process
• Negotiation is made up of 5 steps: (1) preparation and planning, (2) definition of ground rules, (3) clarification and justification, (4)
bargaining and problem solving, and (5) closure and implementation.
1. Preparation and Planning:
o Before you start negotiating, do your homework.
o Assess what you think are the other party’s goals.
3
5. lOMoAR cPSD|31358768
Downloaded by Nisha Vatwani (mscs2173150@szabist.pk)
▪ When you can anticipate your opponents position, you are better equipped to counter arguments with facts and
figures that support your position.
o Take into consideration that relationships change as a result of negotiation.
▪ If you could “win” a negotiation but push the other side into resentment, it might be wiser to pursue a more
compromising style. If preserving the relationships will make you seen easily exploited, you may consider a
more aggressive style.
▪ People who feel good about the process of a job offer negotiation are more satisfied with their jobs and less
likely to turn over a year later regardless of their actual outcomes from these negotiations.
o Once you’ve gathered your info, develop a strategy.
o Determine your and the other side’s BATNA – best alternative to a negotiated agreement; the least the individual should
accept.
o The party with the superior alternatives will do better in a negotiation, so solidify your BATNA prior.
2. Definition of Ground Rules:
o Once you’ve done your planning and developed a strategy, you’re ready to define with the other party the ground rules and
procedures of the negotiation itself.
o During this phase, the parties will exchange their initial proposals or demands.
3. Clarification and Justification:
o When you have exchanged your initial positions, you and the other party will explain, amplify, clarify, bolster, and justify
your original demands.
o This step does not need to be confrontational. It’s an opportunity for educating each other on the issues.
4. Bargaining and Problem Solving:
o The essence of the negotiation process is the actual give-and-take in trying to hash out an agreement.
o This is where both parties need to make concessions.
5. Closure and Implementation:
o Formalize your agreement and develop procedures necessary for implementing and monitoring it.
o Major negotiations (labor-management, lease terms) this requires hammering out the specifics in a formal contact. Informal
closure could be a handshake.
Individual Differences in Negotiation Effectiveness
• 4 factors influence how effectively individuals negotiate: personality, mood/emotions, culture, and gender.
1. Personality Traits in Negotiations:
o Agreeableness is weakly related to negotiation outcomes.
▪ The degree to which agreeableness affects negotiation outcomes depends on the situation.
o The best negotiator is a competitive but empathetic one, and the worst is a gentle but empathetic one.
o The type of negotiation matters as well.
▪ Agreeable individuals reacted more positively and felt less stress in integrative negotiation outcomes.
▪ In distributive negotiations (where giving away info leads to a disadvantage), extraverted negotiators do less
well because they tend to share more info than they should.
o Self-efficacy is one individual-difference variable that consistently seems to relate to negotiation outcomes. Those who
believe they will be more successful in negotiation situations tend to perform more effectively.
o Intelligence predicts negotiation effectiveness.
2. Moods/Emotions in negotiations:
o You should show anger in negotiations only if you have at least as much power as your counterpart. If you have less,
showing anger actually seems to provoke “hardball” reactions from the other side.
o How genuine your anger is – “faked” anger, or anger produced from surface acting, is not effective, but showing anger that
is genuine (deep acting) is.
o When East Asian participants showed anger, it induced more concessions (being granted) than when the
negotiator expressing anger was from the US or Europe.
o A negotiator who perceives disappointment from his or her counterpart concedes more.
o Those who experience more anxiety about a negotiation used more deceptions in dealing with others. Anxious negotiators
expect lower outcomes, respond to offers more quickly, and exit the bargaining process more quickly, leading them to
obtain worse outcomes.
o Those who express positive and negative emotions in a unpredictable way extract more concessions because this behavior
makes the other party feel less in control.
3. Culture in Negotiations:
o People negotiate more effectively within cultures than between them.
o In cross-cultural negotiations, it is important that the negotiators be high in openness.
o Negotiators need to be aware of the emotional dynamics in cross-cultural negotiations.
o Ex) Chinese negotiators increased their use of distributive negotiating tactics when dealing with an angry
counterpart. On the other hand, U.S. negotiators surrendered in the face of angry demands.
4. Gender Differences in Negotiations:
o Women are more cooperative and pleasant in negotiations than men.
o Men tend to place a higher value on status, power, and recognition, whereas women tend to place a higher value on
compassion and altruism.
o Women value relationship outcomes more than men, and men tend to value economic outcomes more than women.
o Women behave in a less assertive, less self-interested, and more accommodating manner.
o Women are more reluctant to initiate negotiations, and they ask for less, and are more willing to accept the offer, and make
more generous offers to their negotiation partners than men do.
4
6. lOMoAR cPSD|31358768
Downloaded by Nisha Vatwani (mscs2173150@szabist.pk)
o Men negotiated their first offer 57% of the time while women did 4% of the time.
Negotiating in a Social Context
1. Reputation: When it comes to negotiation, having a reputation for being trustworthy matters. Trust in a negotiation process opens the
door to many forms of integrative negotiation strategies that benefit both parties. A combination of competence and integrity are
characteristics that help build a trustworthy reputation.
o Negotiators higher in self-confidence and cognitive ability are seen as more competent by negotiator partners.
o Negotiators with a reputation of integrity are seen as more likely to keep their promises as part of the bargain.
2. Relationships: The social, interpersonal component of relationships with repeated negotiations means that individuals go beyond
valuing what is simply good for themselves and instead start to think about what is best for the other party and the relationship as a
whole.
o Repeated negotiations also facilitate integrative problem solving. People being to see their negotiation partners in a more
personal way over time and come to share emotional bonds.
Third-Party Negotiations
o There are 3 basic third-party roles: mediator, arbitrator, and conciliator.
1. Mediator – a neutral third party who facilitates a negotiation solution by using reasoning, persuasion, and suggestions for
alternatives.
o The conflicting parties must be motivated to bargain and resolve their conflict.
o Conflict intensity can’t be too high; mediation is most effective under moderate levels of conflict.
o Perceptions of the mediator are important; to be effective, the mediator must be perceived as neutral and noncoercive.
2. Arbitrator – a third party to a negotiation who has the authority to dictate an agreement.
o Arbitrators can be voluntary (requested by the parties) or compulsory (forced on the parties by law or contract).
o The big plus in arbitration is that it always results in a settlement.
o If one party is left feeling overwhelmingly defeated, that party is certain to be dissatisfied and the conflict may resurface at
a later time.
3. Conciliator – a trusted third party who provides an informal communication link between the negotiator and the opponent.
5