Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
9 C H
A
P
T
E
R
Intergroup Conflicts
and Negotiations
?EXPLAIN the contemporary perspective on conflict,
?DISTINGUISH between functional and dysfunctional
conflict,
?DISCUSS why intergroup conflict occurs,
?IDENTIFY several consequences of dysfunctional and
intergroup conflict,
?DESCRIBE five approaches for managing conflict through
resolution,
?DISCUSS how increased globalization has changed
negotiating tactics,
?DISTINGUISH between win-win and win-lose negotiation,
?IDENTIFY the major types of third-party negotiations,
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
9-3
Contemporary Perspective on Intergroup Conflict
CONFLICT
FUNCTIONAL
Confrontation between groups
that enhances and benefits the
organization’s performance,
DYSFUNCTIONAL
Confrontation or interaction
between groups that harms the
organization or hinders the
achievement of organizational goals,
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9-4
FELT
Emotional involvement
Stages of Conflict
MANIFEST
Acted upon
PERCEIVED
Cognitive awareness
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
9-5
Causes of Intergroup Conflict
INTERGROUP
CONFLICT
Perceptual
Differences
Goal Differences
Worker
Interdependence
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9-6
Worker Interdependence
Occurs when two or more organizational groups
must depend on one another to complete their tasks,
Three Types (See Exhibit 9.2),
Pooled interdependence
? Requires no interaction among groups
? Pooled performances determine overall success
Sequential interdependence
? Requires one group to complete its task before another group can
complete its task
Reciprocal interdependence
? Requires the output of each group to serve as input to other groups
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9-7
Goal Differences
Sources of Conflict
Mutually Exclusive Goals
Limited Resources
Different Time Horizons
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9-8
Perceptual Differences
Contributing Factors
Status Incongruency
? Concerning the relative status of different groups
Inaccurate Perceptions
? Concerning attempts to stereotype other groups
Different Perspectives
? Concerning differing views of what is important
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
9-9
Consequences of Dysfunctional
Intergroup Conflict
Changes Within
Groups
?Increased group
cohesiveness
?Emphasis on loyalty
?Rise in autocratic
leadership
?Focus on activity
Changes Between
Groups
?Distorted perceptions
?Negative stereotyping
?Decreased
communication
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9-10
Managing Intergroup Conflict
Dominating
? Focus on meeting own
concerns
? Power-oriented
? Force resolution on another
group
Accommodating
? Emphasis on meeting needs
of other group
? Minimizing own concerns
? Seen as,giving in”
Problem Solving
? Emphasis on both groups’
concerns
? Seek an integrative solution
Avoiding
? Effective and appropriate in
some situations
Compromising
? Resolution usually not ideal
for both groups
? Good,back-up” strategy
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
9-11
Stimulating Constructive
Group Conflict
Bringing Outside Individuals into the Group
?Hire or transfer in someone whose attitudes,values,
and background differs
Altering the Organization’s Structure
?Reorganizing work and management to create conflict
Stimulating Competition
?Encourage or reward conflict leading to more effective
performance
Making Use of Programmed Conflict
?Conflict that is deliberately and systematically created
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
9-12
At Least These Four Elements Exist,
Negotiations
Process in which two or more parties attempt to
reach acceptable agreement in a situation
characterized by some level of disagreement,
Opportunistic
Interaction Conflict
Interdependence Possibility of Agreement
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9-13
Win-Lose and Win-Win
Negotiating
Win-Lose
Win-Win
? Form of zero-sum game
? Called distributive
negotiating
? Quite common in
organizations
? Positive sum approach
? Called integrative
negotiating
? Works only when
issues are integrative
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9-14
Desired Outcomes
Substantive
Outcomes
?How the specific
issue is settled
?Strive to gain a
bigger piece of the
pie
Relationship
Outcomes
?How to maintain
good relations
?Irrespective of
substantive outcome
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
9-15
Model for Increasing
Negotiating Effectiveness
Key Focus on Four Activities
Obtaining substantial results
Influencing the balance of power
Promoting a constructive climate
Obtaining procedural flexibility
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9-16
Negotiating Globally
?Rapidly increasing numbers of global
negotiations occurring
?Require careful attention to culture’s
impact on style
?Researchers note some general
characteristics and tendencies by
culture
?Impacted as well by political systems,
legal policies,ideology,and traditions
See Exhibit 9.5
Copyright ? 2002 by The McGraw-Hill Companies,Inc,All rights reserved,McGraw-Hill/Irwin
9-17
Improving Negotiations
?Begin with a positive overture
?Concentrate on the negotiation issues and
situational factors
?Try to determine opponent’s strategy
?Deter forces spawning competitive
bargaining
?Use power when available
?Be open to third-party assistance
?Attend to the environment