This document summarizes the key points around conflict and negotiation from Chapter 13 of Essentials of Organizational Behavior. It defines conflict and outlines the traditional, human relations, and interactionist views of conflict. It also contrasts task, relationship, and process conflict, and describes the five stages of the conflict process and five conflict-handling intentions. The summary then contrasts distributive and integrative bargaining, identifies the five steps of the negotiation process, and notes there are individual differences in negotiation effectiveness related to personality, gender, and culture.

1. Conflict and Negotiation Chapter 13 Essentials of Organizational Behavior, 9/e Stephen P. Robbins/Timothy A. Judge

2. After studying this chapter, you should be able to: Define conflict Differentiate between the traditional, human relations, and interactionist views of conflict Contrast task, relationship and process conflict Outline the conflict process Describe the five conflict-handling intentions Contrast distributive and integrative bargaining Identify the five steps in the negotiation process Describe whether there are individual differences in negotiator effectiveness

3. Conflict 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.

4. Transitions in Conflict Thought Traditional View – conflict is harmful and must be avoided Human Relations View – conflict is a natural and inevitable outcome in any group and need not be negative Interactionist View – conflict is encouraged to prevent group from becoming stale

5. Functional vs. Dysfunctional Conflict Task conflict – relates to the content and goals of the work Relationship conflict – focuses on interpersonal relationships Process conflict – relates to how the work gets done

6. Conflict Process Stage I: Potential opposition Stage II: Cognition and Personalization Stage III: Intentions Stage IV: Behaviors Stage V: Outcomes

7. Conflict Process

8. Stage I: Potential Opposition Sources of conflict: Communication Structure Personal Variables

9. Stage II: Cognition and Personalization Potential for opposition becomes realized When individuals become emotionally involved - parties experience anxiety, tension, frustration, or hostility

10. Stage III: Intentions Competing Collaborating Avoiding Accommodating Compromising

11. Intentions

12. Stage IV: Behavior Where conflict becomes visible Are usually overt attempts to implement each party’s intentions A dynamic process that moves along a continuum of intensity

13. Stage V: Outcomes Functional Outcomes – Conflict is constructive when it: Improves the quality of decisions Stimulates creativity and innovation Encourages interest and curiosity among group members Dysfunctional Outcomes – uncontrolled opposition breeds discontent, which acts to dissolve common ties, and eventually leads to the destruction of the group

14. Creating Functional Conflict Managers can reward dissent and punish conflict avoiders

15. Negotiation Process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them

16. Bargaining Strategies

17. The Negotiation Process

18. Individual Differences in Negotiation Personality Gender Cultural

19. Personality The best distributive bargainer appears to be a disagreeable introvert Those who can check their egos at the door are able to negotiate better agreements

20. Gender Differences in Negotiation Men have been found to negotiate better outcomes than women, although the difference is relatively small Women may unduly penalize themselves by failing to engage in negotiations when such action would be in their best interest

21. Cultural Differences in Negotiations Cultural context significantly influences... The amount and type of preparation for bargaining The relative emphasis on task versus interpersonal relationships The tactics used Where the negotiation should be conducted

22. Implications for Managers: Managing Conflict Competition Collaboration Avoidance Accommodation Compromise

23. Implications for Managers: Improving Negotiation Skills Set Ambitious Goals Pay Little Attention to Initial Offers Research Your Opponent Address the Problem, Not the Personalities Be Creative and Emphasize Win-Win Solutions

24. Summary Defined conflict Differentiated between the traditional, human relations, and interactionist views of conflict Contrasted task, relationship and process conflict Outlined the conflict process Described the five conflict-handling intentions Contrasted distributive and integrative bargaining Identified the five steps in the negotiation process Described whether there are individual differences in negotiator effectiveness