Organizational Behavior Week 8 of notes
Organizational Behavior Week 8 of notes MGT 06300 - 6
Popular in Organizational Behavior
Popular in Business, management
This 4 page Class Notes was uploaded by Nicole Rossi on Friday March 11, 2016. The Class Notes belongs to MGT 06300 - 6 at Rowan University taught by Yang Yang in Spring 2016. Since its upload, it has received 11 views. For similar materials see Organizational Behavior in Business, management at Rowan University.
Reviews for Organizational Behavior Week 8 of notes
Report this Material
What is Karma?
Karma is the currency of StudySoup.
You can buy or earn more Karma at anytime and redeem it for class notes, study guides, flashcards, and more!
Date Created: 03/11/16
Notes for March 10th Conflict and Negotiation in the Workplace Types of Conflict: Constructive/Relationship Constructive: task oriented parties focus on the issue while maintaining respect for people having other points of view try to understand the logic and assumptions of each positions Relationship: socioemotional parties focus on adversary rather than the issue as the source of conflict try to undermine each other’s worth/competence accompanied by strong negative emotions (drive to defend) Minimizing Relationship Conflict: Goal: encourage constructive conflict, minimize relationship conflicts Problem: relationship conflict often develops when engaging in constructive conflict Three conditions that minimize relationship conflict during constructive conflict: o increase emotional intelligence o cohesive team o supportive team norms Sources of Conflict: Incompatible goals: one party’s goal perceive to interfere with other’s goals Differentiation: different values/beliefs Interdependence: greater chance that parties will disrupt or interfere with each other Scarce resources: motives competitive Ambiguous rules: create uncertainty, encourage political tactics Communication problems: increase stereotyping, escalates conflict 5 Conflict Handling Styles: they come from two dimensions: assertiveness, and cooperativeness Forcing (competing) Problem Solving (collaborating) Yielding (accommodating) Avoiding Compromising Conflict Handling Contingencies: General consideration: o the criticality of the central conflict issue o relative power o perceived aggressive intent of the other party o time constraint Problem Solving: best when: o interests are not perfectly opposing o parties have trust/openness o issues are complex Forcing: best when: o you have a deep conviction about your position o quick resolution required o other party would take advantage of cooperation Problems: relationship conflict, long term relationship Avoiding: best when: o conflict is emotionally-charged (relationship conflict) o conflict resolution cost is higher than benefits Problems: doesn’t resolve conflict, frustration Yielding: best when: o other party has much more power o issue is much less important to you than the other party o value/logic of your position is imperfect problem: increases other’s expectations ; imperfect solutions Compromising: best when: o parties have equal power o quick solution is required o parties lack trust/openness problem: sub-optimal Types of Third Party Intervention: PART TWO Negotiation: a way to reach agreements with others Negotiation Preparation: BATNA: (best alternative to a negotiated agreement) status quo or another option? Target Point: (your goal) What is your goal? Resistance Point: At what point should you walk away? Bargaining Zone: Range between own and counterpart’s reservation prices The Other Party: Distributive Strategies: Anchoring (Strategy 1): o making a first offer that’s very favorable to you o prepare and share a legit rationale o use precise numbers Re-anchoring: o making a counter-offer based on your target price o ask counterpart to explain reasoning o flinch, stare, and wait for a response o ask counterpart to try again o threaten to walk away (but only if you’re willing to do it) Managing Time (Strategy 2): o Apply time pressure through an “exploding offer” o or prolong the process to obtain the other party’s commitment Managing Concessions (Strategy 3): o Allow yourself room to make concessions o signal information with your concessions o develop a rationale around each of your concessions Integrative Strategies: Sharing Information Selectively (Strategy 1): o “mutual striptease” o base reactions on tit-for-tat Discovering Priorities (Strategy 2): o Ask counterpart “why this is important to you?” o Reveal priorities among issues o ask counterpart to rank order as well Packaging Issues (Strategy 3): o Make multi-issue offers o make multiple offers simultaneously
Are you sure you want to buy this material for
You're already Subscribed!
Looks like you've already subscribed to StudySoup, you won't need to purchase another subscription to get this material. To access this material simply click 'View Full Document'