Intergoup negotiation and conflict. Tutorial : Social identity processes in organziations Tutor: Alina S. Hernandez Bark Speaker: Maria Wittek . Overview. The basics: Intergroup negotiations 1. Individual differences approach 2. Cognitive approaches 3. Motivational approaches
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Tutorial: Socialidentityprocesses in organziations
Tutor: Alina S. Hernandez Bark
Speaker: Maria Wittek
1. Individual differences approach
2. Cognitive approaches
3. Motivational approaches
Social identity, negotiations and conflict management
Should conflict be avoided?
“the goal of negotiations is typically to reach so-called ‘win-win’ or integrative agreements that satisfy the minimum requirements of both parties”
→ this is represented in quadrant D (the bargaining zone) into which integrative agreements fall
Integrative agreements require creativity and flexibility on the part of the negotiators
Which psychological and material conditions lead to integrative solutions?
This approach suggests that negotiation results are a product of the personalities or management styles involved in negotiations.
4 types of motivational orientation
→consequently two cooperative negotiators would be most likely to reach an integrative agreement
Dual concern model – differentiates on the basis of conflict styles
→useful tool for managers to identify own and others’ negotiation style and what outcome to expect from negotiations
This approach aims to understand why individuals adopt a particular negotiation style and, specifically, what factors induce them to behave cooperatively rather than competitively.
Stereotyping – conserves limited cognitive resources (cognitive miser model)
(a) more similar or
(b) more extreme
Difficulties that arise from these errors are: framing, anchoring, availability, overconfidence, mythical fixed pie, stereotyped views, reactive devaluation
→Solution: decategorization strategies, i.e. gaining individualizing information on the other party
This approach aims to recategorize rather than decategorizeand therefore uniting groups under an umbrella of an all new, all-encompassing identity.
Negotiation outcomes depend (among other things) on the extent to which participants
→these findings also support the dual concern model
Using the text, devise a negotiation/ conflict resolution strategy for your case study.
Case study 1: DB vs GDL
Case study 2: IvIvsFranconofurt
Should conflict be avoided?
→conflict management should take the form of conflict resolution, not conflict suppression
“Conflict is natural and inevitable. Yet an emerging view is that cooperation – not conflict or competition – is the way to achieve high performance. The new trends in management … all assume employee cooperation is a good thing. This means that successful organizations must find healthy ways to confront and resolve conflict. Managers champion a cooperate model of organization, meaning they foster cooperation and don’t stimulate competition or conflict, which work against the achievement of overall company goals.”
Haslam, A. Psychology in Organizations – The Social Identity Approach. London: Sage. 2004