Chapter 15

Conflict and Negotiation

ORGANIZATIONAL BEHAVIOR
S T E P H E N P. R O B B I N S
E L E V E N T H
2005 Prentice Hall Inc.
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E D I T I O N

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PowerPoint Presentation
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OBJECTIVES
LEARNING

AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:
1. Define conflict.
2. Differentiate between the traditional, human
relations, and interactionist views of conflict.
3. Contrast task, relationship, and process
conflict.
4. Outline the conflict process.
5. Describe the five conflict-handling intentions.
6. Contrast distributive and integrative
bargaining.
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141

7. Identify the five steps in the negotiating

process.
8. Describe cultural differences in negotiations.

LEARNING

O B J E C T I V E S (contd)

AFTER STUDYING THIS CHAPTER,

YOU SHOULD BE ABLE TO:

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142

Conflict
Conflict Defined
Is 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.
Is that point in an ongoing activity when an interaction
crosses over to become an interparty conflict.

Encompasses a wide range of conflicts that people

experience in organizations
Incompatibility of goals
Differences over interpretations of facts
Disagreements based on behavioral expectations

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Transitions in Conflict Thought

Traditional View of Conflict
The belief that all conflict is harmful and must be
avoided.

Causes:
Poor communication
Lack of openness
Failure to respond to
employee needs

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154

Transitions in Conflict Thought (contd)

Human Relations View of Conflict
The belief that conflict is a natural and inevitable
outcome in any group.
Interactionist View of Conflict
The belief that conflict is not only
a positive force in a group but that
it is absolutely necessary for a
group to perform effectively.

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155

Three Views of Conflict

Traditional view
Assumed that conflict was bad and would always
have a negative impact on an organization

Human relations view

Argued that conflict was a natural and inevitable
occurrence in all organizations; rationalized the
existence of conflict and advocated its acceptance

Interactionist view
Encourages mangers to maintain ongoing
minimum level of conflict sufficient to keep
organizational units viable, self-critical, and
creative
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May 4, 2006

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Functional versus Dysfunctional Conflict

Functional Conflict
Conflict that supports the goals
of the group and improves its
performance.

Dysfunctional Conflict
Conflict that hinders
group performance.

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Managing Conflict
Conflict defined
Perceived differences resulting in interference or
opposition

Functional conflict
Conflict over what best supports an organizations
goals

Dysfunctional conflict
Conflict that prevents an organization from achieving
its goals

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May 4, 2006

2006

Types of Conflict
Task Conflict
Conflicts over content and
goals of the work.
Relationship Conflict
Conflict based on
interpersonal relationships.
Process Conflict
Conflict over how work gets done.
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159

Sources of Conflict
Communication differences
Arising from semantic difficulties,
misunderstandings, and noise in the
communication channels

Structural differences
Horizontal and vertical differentiation creates
problems of integration leading to disagreements
over goals, decision alternatives, performance
criteria, and resource allocations in organizations

Personal differences
Individual idiosyncrasies and personal value
systems create conflicts
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The Conflict Process

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Stage I: Potential Opposition or Incompatibility

Communication
Semantic difficulties, misunderstandings, and noise

Structure

Size and specialization of jobs

Jurisdictional clarity/ambiguity
Member/goal incompatibility
Leadership styles (close or participative)
Reward systems (win-lose)
Dependence/interdependence of groups

Personal Variables
Differing individual value systems
Personality types
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Stage II: Cognition and Personalization

Perceived Conflict

Awareness by one or more

parties of the existence of
conditions that create
opportunities for conflict to
arise.

Felt Conflict

Emotional involvement in a
conflict creating anxiety,
tenseness, frustration, or
hostility.

Conflict Definition

Negative Emotions

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Positive Feelings

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Stage III: Intentions

Intentions
Decisions to act in a given way.

Cooperativeness:
Attempting to satisfy the other partys
concerns.
Assertiveness:
Attempting to satisfy ones own concerns.
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Dimensions of Conflict
Based on work of Kenneth W. Thomas at
the Naval Postgraduate School Graduate
School of Business and Public Policy
http://research.nps.navy.mil/cgi-bin/vita.cgi?p=display_vita&id=1023567855

Cooperativeness
The degree to which an individual will attempt to
rectify a conflict by satisfying the other persons
concerns

Assertiveness
The degree to which an individual will attempt to
rectify the conflict to satisfy his or her own
concerns
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Hall, 2002

May 4, 2006

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Dimensions of Conflict-Handling Intentions

Source: K. Thomas, Conflict and Negotiation Processes in Organizations, in M.D. Dunnette

and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3
(Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.

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Stage III: Intentions (contd)

Competing
A desire to satisfy ones interests, regardless of the
impact on the other party to the conflict.
Collaborating
A situation in which the parties to a conflict each
desire to satisfy fully the concerns of all parties.
Avoiding
The desire to withdraw from or suppress a conflict.
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Stage III: Intentions (contd)

Accommodating
The willingness of one party in a conflict to place the
opponents interests above his or her own.
Compromising
A situation in which each party to a conflict is
willing to give up something.

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Gaya manajemen konflik Kolaborasi

kerja sama: sama-sama menang. Mencoba mengadakan
pertukaran informasi. Melihat sedalam mungkin semua
perbedaan dan mencari pemecahan yang disepakati
semua pihak
Gaya ini erat kaitan dengan metode memecahkan
persoalan dan paling efektif untk persoalan kompleks.
Gaya ini mendorong org berpikir kreatif. Motivator
positif dalam sesi brainstorming atau problem solving.
Gaya ini tidak efektif untuk pihak yang tidak pny niat
menyelesaikan masalah atau bila wkt terbatas dan bisa
menimbulkan kekecewaan karena logika dan
pertimbangan rasional sering dikalahkan oleh emosi
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Beberapa ungkapan
tampaknya ada perbedaan pendapat di sini, ari kita cari

bersama sumber perbedaan itu

sebaiknya kita ajak beberapa orang lagi dari departemen
lain untuk bersama-sama mengupas pemecahannya
saya tidak peduli, terserah andalah
anda ahlinya, apa pendapat anda?
saya tidak peduli pendapat anda, kerjakan saja perintah
saya
itu tidak jadi soal. Memang begitulah adanya
saya usul sebaiknya hal ini kita simpan dul untuk
sementara
saya belum mendapat semua informasi yang diperlukan,
akan ssaya hubungi anda begitu saya
kita semua harus bersedia memberi dan menerima jika kita
ingin bekerja sama.
Dikutip dari: How to manage konflik Peg Pickering,2000

1520

Gaya manajemen konflik Mengikuti kemauan

orng lain
Placating, Menilai orang lain lebih tinggi dan memberikan
nilai rendah pada diri sendiri
Berusaha menyembunyikan sejauh mungkin perbedaan
yang ada antara pihak terlibat
Berusaha memuaskan kebutuhan orang lain dengan
mengorbankan hal yang sebenarnya penting bagi dirinya
sendiri.
Gaya ini dapat memelihara hubungan yang baik, tp secara
tak sadar mendorong org tuk perlakukan sy sekehendak
hati anda
Berguna tuk pemimpin perusahaan yang tidak begitu yakin
akan posisinya atau khawatir telah berbuat kesalahan.
Secara pasif menerima kekuasaan orang lain.
Jika kekuasaan anda besar, gaya ini dapat berguna untuk
membangun kepercayaan dan rasa percaya diri pada pihak
lain juga sebagai mekanisme melimpahkan wewenang
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1521

Gaya manajemen konflik Menghindari

Gaya ini tidak memberikan nilai yang tinggi pada
dirinya atau orang lain.
Ini gaya jgn merusak suasana
Aspek gaya ini melemparkan masalah pada org lain
atau mengesampingkan masalah. Menarik diri dari
situasi yang ada dan membiarkan orang lain untuk
menyelesaikannya.
Bila persoalan tidak penting, ulur waktu dpat
mendinginkan suasana
Gaya ini dpt menjengkelkan pihak lain krn harus
menunggu tuk dapat jawaban, tidak memberikan
kepuasan, sehingga konflik cenderung berlanjut
Pertanda dia tidak yakin dan perlu wkt tuk
mempelajari situasi itu. Pastikan ada tindakan nyata
bila wktu telah tersedia
1522

Gaya manajemen konflik Mendominasi

menonjolkan kemauan sendiri. Kepentingan
orang lain tidak digubris.
Efektif bila keputusan perlu segera diambil atau
jika persoalan yang dihadapi tidak penting.
Gaya ini didorong oleh keinginan menyelamatkan
diri sendiri. Lebih baik menembah drpd
ditembak
Gaya mendominasi efektif bila ada perbedaan
besar dalam tingkat pengetahuan dimiliki.
Kemampuan menyajikan fakta, menimbang
persoalan.
Gaya ini berlaku selama pny kekuasan dan hak
dengan struktur hierarkis
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1523

Gaya manajemen konflik Kompromi

Nilai gaya ini tidak tinggi dan tidak rendah,
tergantung nilai kepentingan orang lain atau
kepentingan diri sendiri.\
Gaya ini berorientasi jalan tengah, krn setiap orang
pny sesuatu tuk ditawarkan dan tuk diterima
Efektif bila kedua pihak sama benar tetapi
menghasilkan penyelesaian keliru bila bila salah
satu pihak salah
Efektif bila persoalan yang dihadapi kompleks atau
bila kekuasaan berimbang.
Kompromi dpt berarti membagi perbedaan atau
bertukar konsesi.
Semua pihak jelas harus bersedia mengorbankan
tercapai penyelesaian.
2005sesuatu
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 Keahlian negosiasi dan tawar menawar adalah

pelengkap gaya kompromi.
Manfaat gaya ini kedua pihak didorong untuk
mencapai kesepakatan.
Perush akan kesulitan bila pekerja terdiri atas
pihak yang menang dan yang kalah.
Gunakan gaya kompromi bila kerugian bagi
kedua pihak dapat ditekan sekecil-kecilnya

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1525

Stage IV: Behavior

Conflict Management
The use of resolution and stimulation techniques to
achieve the desired level of conflict.

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Stage IV: Conflict Resolution Techniques

Problem solving

Superordinate goals

Expansion of resources

Avoidance

Smoothing

Compromise

Authoritative command

Altering the human variable

Altering the structural variables

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Stage IV: Conflict Stimulation Techniques

Communication

Bringing in outsiders

Restructuring the organization

Appointing a devils advocate

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1428

Conflict-Intensity Continuum

EXHIBIT
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Stage V: Outcomes
Functional Outcomes from Conflict
Increased group performance
Improved quality of decisions
Stimulation of creativity and innovation
Encouragement of interest and curiosity
Provision of a medium for problem-solving
Creation of an environment for self-evaluation and
change

Creating Functional Conflict

Reward dissent and punish conflict avoiders.
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Stage V: Outcomes
Dysfunctional Outcomes from Conflict
Development of discontent
Reduced group effectiveness
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes group
goals

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Negotiation
Negotiation
A process in which two or more parties exchange
goods or services and attempt to agree on the
exchange rate for them.
BATNA
The Best Alternative To a
Negotiated Agreement; the
lowest acceptable value
(outcome) to an individual
for a negotiated agreement.
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Bargaining Strategies
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount
of resources; a win-lose situation.
Integrative Bargaining
Negotiation that seeks one or more settlements that
can create a win-win solution.

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Negotiation
Negotiation defined
A process in which two or more parties who have
different preference must make a joint decision
and come to an agreement

Distributive bargaining
Negotiation under zero-sum conditions, in which
the gains by one party involve losses by the other
party

Integrative bargaining
Negotiation in which there is at least one
settlement that involves no loss to either party
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2006 34

How to Improve Your Negotiating

Skills

Mistakes to avoid when negotiating:

Neglecting the other sides problems.

Letting price overwhelm other interests.
Searching too hard for common ground.
Failing to consider BANTRAs (best alternative to a
negotiated agreement).

Negotiating Tactics (Using Leverage)

Necessity
Desire
Competition
Time
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2006 35

G.Dessler, 2003

May 4, 2006

Staking Out the Bargaining Zone

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Distributive versus Integrative Bargaining

EXHIBIT
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1437

The
Negotiation
Process

EXHIBIT

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Third-Party Negotiations
Mediator
A neutral third party who facilitates a negotiated
solution by using reasoning, persuasion, and
suggestions for alternatives.

Conciliator
A trusted third party who provides
an informal communication link
between the negotiator and the
opponent.
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Third-Party Negotiations (contd)

Consultant
An impartial third party, skilled
in conflict management, who
attempts to facilitate creative
problem solving through
communication and analysis.

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Third-Party Negotiations (contd)

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Conflict and Unit Performance

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Issues in Negotiation
The Role of Personality Traits in Negotiation
Traits do not appear to have a significantly direct effect
on the outcomes of either bargaining or negotiating
processes.

Gender Differences in Negotiations

Women negotiate no differently from men, although
men apparently negotiate slightly better outcomes.
Men and women with similar power bases use the
same negotiating styles.
Womens attitudes toward negotiation and their
success as negotiators are less favorable than mens.

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Why U.S. Managers Might Have Trouble in CrossCultural Negotiations

EXHIBIT
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1444

The Strategy-Structure Relationship

Strategy

Structural Option

Innovation

Organic: A loose structure; low

specialization, low formalization,
decentralized

Cost minimization

Mechanistic: Tight control; extensive

work specialization, high formalization,
high centralization

Imitation

Mechanistic and organic: Mix of

loose with tight properties; tight
controls over current activities and
looser controls for new undertakings
E X H I B I T 159

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Organization Structure: Its Determinants and

Outcomes

Implicit Models of
Organizational Structure
Perceptions that people hold
regarding structural variables
formed by observing things around
them in an unscientific fashion.
E X H I B I T 1511
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1546