Chapter 10 Student Response Student# 1 Post (Conflict and Negotiation) It is hard to believe that any conflict can be good, but the textbook makes some convincing points about the benefits of task conflict such as more well-rounded decision making. When people don’t just take someone else’s perspectives as they are the parties involved can learn more about each other’s way of thinking. This occurs through questioning and can help everyone reduce their hidden and blind areas of the Johari Window model. For instance, let’s say that you needed to reach out to some people in the community for a Relay for Life fundraiser. You suggest sending a text to previous supporters to inform them of the new fundraiser. I could just take your word for it, or I could ask you why you chose that method. I could also say that I was thinking about putting an ad in the newspaper, what are your thoughts? By questioning you I will learn about the benefits of text messaging and I will also gain someone else’s perspective on the use of newspaper ads. I would not have learned this information had I not been willing to question your decision. This new knowledge could potentially make me more effective in future advertising campaigns. Conflict is about perceptions and as a result sometimes we make conflict where it doesn’t exist because we perceive the other person is out to get us when in reality they are not. Sometimes this perceived negative attitude occurs through email because there are no facial expressions or vocal tones to help the receiver decode the message. Conflict could also occur during a team meeting just by the tone one chose to use, even if they did not intend to cause any harm. I could not help but think about car dealers when reading the section about negotiation. Let’s say you want to buy a new car. Your initial point is the price you are willing to pay for the car, say $15,000. The car dealer’s initial price is the MSRP of $23,000. You realize that your initial point is way below MSRP and that there is no way you will be able to get the car at this price so you make your target point $19,500. The dealer knows that you have done your research and are willing to go elsewhere if they aren’t willing to work with you on the price, so they set their target point at $21,500. You know all you can afford is $20,000 and the car dealer knows they can still make a profit off of you at $20,000, the resistance point. You prepared and set goals prior to even talking with the car dealer so that you would not go over budget and cause yourself financial distress. You determined your BATNA by contacting a few different car dealers at the same time, to see how much they were willing to compromise. After days of negotiating you finally buy the car. Student# 2 Post (Gender and Negotiation ) The part of this chapter that most stood out to me was the section on gender and negotiation. This section discu.

1. Chapter 10 Student Response
Student# 1 Post (Conflict and Negotiation)
It is hard to believe that any conflict can be good, but the
textbook makes some convincing points about
the benefits of task conflict such as more well-rounded decision
making. When people don’t just take
someone else’s perspectives as they are the parties involved can
learn more about each other’s way of
thinking. This occurs through questioning and can help
everyone reduce their hidden and blind areas of
the Johari Window model. For instance, let’s say that you
needed to reach out to some people in the
community for a Relay for Life fundraiser. You suggest sending
a text to previous supporters to inform
them of the new fundraiser. I could just take your word for it, or
I could ask you why you chose that
method. I could also say that I was thinking about putting an ad
in the newspaper, what are your
thoughts? By questioning you I will learn about the benefits of
text messaging and I will also gain
someone else’s perspective on the use of newspaper ads. I

2. would not have learned this information had
I not been willing to question your decision. This new
knowledge could potentially make me more
effective in future advertising campaigns.
Conflict is about perceptions and as a result sometimes we make
conflict where it doesn’t exist because
we perceive the other person is out to get us when in reality
they are not. Sometimes this perceived
negative attitude occurs through email because there are no
facial expressions or vocal tones to help
the receiver decode the message. Conflict could also occur
during a team meeting just by the tone one
chose to use, even if they did not intend to cause any harm.
I could not help but think about car dealers when reading the
section about negotiation. Let’s say you
want to buy a new car. Your initial point is the price you are
willing to pay for the car, say $15,000. The
car dealer’s initial price is the MSRP of $23,000. You realize
that your initial point is way below MSRP
and that there is no way you will be able to get the car at this
price so you make your target point
$19,500. The dealer knows that you have done your research
and are willing to go elsewhere if they

3. aren’t willing to work with you on the price, so they set their
target point at $21,500. You know all you
can afford is $20,000 and the car dealer knows they can still
make a profit off of you at $20,000, the
resistance point. You prepared and set goals prior to even
talking with the car dealer so that you would
not go over budget and cause yourself financial distress. You
determined your BATNA by contacting a
few different car dealers at the same time, to see how much they
were willing to compromise. After
days of negotiating you finally buy the car.
Student# 2 Post (Gender and Negotiation )
The part of this chapter that most stood out to me was the
section on gender and negotiation. This
section discussed how women are not as good at negotiating
than men are and the various reasons
why. This really does bother me because I do think it's a
stereotype partly and also I sadly do agree with
the points made by the author. It stated that women set lower
target points, women are less likely to
use alternatives to improve the outcome, women are treated

4. worse by the opposing negotiator, and
women give more concessions and even try to avoid negotiating
more than men do. All of this really
does bother me, but I can see the truth to it in certain aspects.
I have always tried to change how I was treated because I was a
woman and I would do that by
educating myself. A perfect example is when a woman takes
her car in for service and they try to up-sell
her on many things that are not needed. Many times this does
not happen to a man because it is
assumed that he knows all about the vehicle being serviced.
When I was 19 I received my Certified Auto
Appraiser license not because I was interested in being an
appraiser, but because I thought it was
interesting learning about all parts of a vehicle. This section
did talk about that women do perform at
the same levels of a man when educated/trained. I do hope
more women step up and be better
negotiators and maybe one day this section will not be needed.
Student# 3 Post (Conflict)
It is crazy to think conflict can be good and bad. Conflict is a
process in which one party perceives that its
interests are being opposed or negatively affected by another
party. The book talks about the benefits
of conflict. The first benefit of conflict is it prevents
individuals and teams from making inferior decisions
and potentially helps them develop more sound and creative
solutions. It can help teams make better
decisions and tests the logic of the arguments. The second
benefit is that moderate levels of conflict
prevent organizations from becoming non-responsive to their
external environment. The last benefit the

5. book talks about occurs when team members have a dispute or
competition with external sources. This
conflict can potentially increase cohesion within the team.
People are motivated to work together, and
not work against each other. While there are benefits to conflict
we also need to remember the
consequences of negative conflict. These include lower
performance, higher stress, less information
sharing, wasted resources and weakened team cohesion, just to
name a few of those consequences.
I believe it is important to come up with some type of team
conflict plan to help deal with conflict when
it arises. Setting clear rules, understanding how others in the
group handle conflict and setting
guidelines for communication can help if conflict arises. Some
people may have different ways they
handle conflict, and finding the best conflict handling style is
also important. For example someone may
engage in avoiding or yielding conflict, while another person
may prefer the compromising and forcing
strategies. There are also going to be differences with how
cultures and gender handle conflict. The
book talks about how cultures with high or low collectivism
may handle conflict differently. This chapter
is very beneficial when it comes to describing ways to approach
conflict management and helping have a
cohesive team.
https://blackboard.ecu.edu/webapps/discussionboard/do/message
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6. Conflict and Negotiation
in the Workplace
McShane/Von Glinow M:OB 3e
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Is Conflict Good or Bad?
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McShane/Von Glinow M:OB 3e
2Negative OutcomesPositive OutcomesLower performance
Higher stress, dissatisfaction, turnover
Less information sharing, coordination
More organizational politics
Wasted resources
Weakens team cohesion (when conflict is within team)
Better decisions
Fuller debate of decision choices
Decision assumptions are questioned
Potentially generates more creative ideas
Improves responsiveness to external environment
Increases team cohesion (conflict with other teams)
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7. Emerging View: Task Versus Relationship Conflict
Task (constructive) conflict
Parties focus on the issue, respect people with other points of
view
Try to understand logic/assumptions of each position
Relationship conflict
Focus on personal characteristics (not issues) as the source of
conflict
Try to undermine each other’s worth/competence
Accompanied by strong negative emotions
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Minimizing Relationship Conflict
Goal: encourage task conflict, minimize relationship conflict
Problem: relationship conflict often develops when engaging in
task conflict
Three conditions that minimize relationship conflict during task
conflict:
Emotional intelligence/emotional stability
Cohesive team
Supportive team norms
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8. The Conflict Process
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Differentiation
Interdependence
Different values/beliefs
Explains cross-cultural, generational, merger conflict
Conflict increases with interdependence
Parties more likely to interfere with each other
Incompatible
Goals
One party’s goals perceived to interfere with other’s goals
Structural Sources of Conflict
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McShane/Von Glinow M:OB 3e
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Ambiguous Rules
Communication Problems
Creates uncertainty, threatens goals
Encourages political behavior
Stereotyping when few chances to communicate

9. Conflict reduces motivation to communicate
Poor communication skills escalate conflict (arrogant language,
etc)
Scarce Resources
Motivates competition for the resource
Structural Sources of Conflict
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Five Conflict Handling Styles
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Conflict Handling Contingencies
Problem solving
Best when:
Interests are not perfectly opposing
Parties have trust/openness
Issues are complex
Problem: other party may use information to its advantage
Forcing
Best when:
you have a deep conviction about your position

10. quick resolution required
other party would take advantage of cooperation
Problems: relationship conflict, long-term relations
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Conflict Handling Contingencies
Avoiding
Best when:
conflict is emotionally-charged (relationship conflict)
conflict resolution cost is higher than benefits
Problems: doesn’t resolve conflict; causes frustration
Yielding
Best when:
other party has much more power
issue is much less important to you than other party
value/logic of your position is imperfect
Problems: increases other’s expectations; imperfect solution
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Conflict Handling Contingencies
Compromising
Best when:

11. Parties have equal power
Quick solution is required
Parties lack trust/openness
Problem: Sub-optimal solution where mutual gains are possible
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Structural Approaches to Conflict Management
Emphasize superordinate goals
Emphasize common objective not conflicting sub-goals
Reduces goal incompatibility and differentiation
Reduce differentiation
Reduce differences in values, attitudes, and experiences
e.g. Move employees around to different jobs
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Structural Approaches to Conflict Management
Improve communication and understanding
Communicate to improve mutual understanding
Apply contact hypothesis and Johari window
Warning: Apply communication and understanding after

12. reducing differentiation
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Structural Approaches to Conflict Management
Reduce interdependence
Create buffers
Use integrators
Combine jobs
Increase resources
Increase amount of resources available
Clarify rules and procedures
Establish rules and procedures
Clarify roles and responsibilities
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Types of Third Party Intervention
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Choosing the Best 3rd Party Strategy
Managers prefer inquisitional strategy, but not usually best
approach
Mediation potentially offers highest satisfaction with process
and outcomes
Use arbitration when mediation fails
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Bargaining Zone Model
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Strategies for Claiming Value
Claiming value – aiming for the best possible outcomes for
yourself and your constituents.

14. Prepare and set goals
Know your BATNA
Manage time
Manage first offers and concessions
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Strategies for Creating Value
Creating value – use problem solving to help both parties reach
the best outcomes.
Gather information
Discover priorities through offers and concessions
Build the relationship (trustworthiness)
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Location – easier to negotiate on your own turf
Physical setting –seating arrangements, etc.
Audience – negotiators are more competitive, make fewer
concessions when audience is watching
Situational Influences on Negotiations
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15. Conflict and Negotiation
in the Workplace
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