Chapter 11. Managing Conflict and Negotiations. A Contemporary Perspective on Conflict. Conflict is Inevitable , but is Neither inherently Good nor Bad. The Critical Issue with conflict is how it is Managed .
Functional conflict can:
Level of Intergroup Conflict
Level of Organizational Performance
Organization Characterized By
Slow adaptation to environment Few changes Little stimulation of ideas
Low or none
Positive push toward Goals
Innovation & change
Search for problem solutions
Creativity & quick adaptation
to environmental changes
Interference with activities Coordination difficulties
Intergroup Conflicts develop over a period of Time
Types of Interdependence
Accommodating or Smoothing
Problem Solving or Collaboration
Allowing other group to win
Working together to solve problems
Finding acceptable solution so everyone feels good
Ignoring or steering clear of other group
Working to dominate and control
How do You handle Conflict?
Review of Positive Consequences of Functional Conflict and Negative Consequences of Dysfunctional Conflict
Using Japanese and American perspectives as an example, why is intercultural conflict resolution so complex?
How should you handle “low-balling” in salary negotiations?
In an organization, negotiation may take place:
1. Between Two People
2. Within a Group
3. Between Groups
4. Over the Internet
2. The Nibble
1. Good-Guy /
5. Splitting the
4. Power of
1. Issues being negotiated.
2. Environment in which negotiations take place.
3. Outcomes Desired from the negotiations.
Have to do with how the specific issueissettled.
Strive to end up with a bigger piece of the pie than the other party.
Negotiate in a manner designed primarily to maintain good relations between the parties.
Desired irrespective of the substantive result.Negotiations:Desired Outcomes