【管理类】组织行为学(9)

Chap.13Conflict&negotiation§13.1ConflictAprocessthatbeginswhenonepartyperceivesthatanotherpartyhasnegativelyaffected,sth.Thatthe1stpartycaresaboutperceived;oppositionorincompatibility;interactioncrossover1.Transitioninconflictthought•Thetraditionalview--thebeliefthatallconflictisharmful&mustbeavoided•humanrelationsview--thebeliefthatconflictisanatural&inevitableoutcomeinanygroup•interactionistview--thebeliefthatconflictisnotonlyapositiveforceinagroupbutabsolutelynecessaryforagrouptoperformeffectively2.Functionalvs.Dysfunctionalconflict•Conflictthatsupportsthegoalsofthegroup&improveitsperformance•Conflictthatgroupperformance3.Theconflictprocess(1)Potentialoppositionorincompatibility•Causes(sources)--presenceofnecessaryconditioncreatingopportunitiesforconflicttoarise•communication--semanticdifficulties(training,selectiveperception,inadequateinformation),insufficientexchangeofinformation(overcommu.,noiseinchannel(filter,different)•structure--size(tenure),specialization,jurisdictionambiguity,diversefunctiongoals,muchparticipation•personalvariables--authoritarian&dogmatic,lowesteem;differingvaluesystems(prejudice,evaluation)3.Theconflictprocess(2)Cognition&personalization•Perceivedconflict--awarenessby1ormorepartiesoftheexistenceofantecedentconditionscreatingopportunitiesforconflicttoarise•feltconflict-emotionalinvolvementinaconflictcreatinganxiety,tenseness,frustration,orhostility(personalized)•importantstageintheprocess:sensemaking--delineatethesetofpossiblesettlement.•Emotionplayamajorroleinshapingperception.3.Theconflictprocess(3)intentions•Decisionstoactinagivenwayinaconflictepisode•primaryconflict-handlingintentions:2dimensionscooperativeness,assertiveness--thedegreetowhich1partyattempttomeetone’sownconcerns•competing(uncooperative,assertive)•collaborating(cooperative,assertive)•avoiding(uncooperative,unassertive)•accommodating(cooperative,unassertive)•compromising(midrangeonboth)•guideline,variable,consistentpreference,predictablefrom--3.Theconflictprocess(4)behavior(visible)•Statement,action,reaction•conflictintensitycontinuum(escalatealong)--minor--,overtchallenging,assertiveverbalattacks,threats&ultimatums,aggressivephysicalattacks,overtefforttodestroy(functional--lowerrange;)•conflictmanagement:theuseofresolution&stimulationtechniquestoachievethedesiredlevelofconflict•conflictresolutiontechniques:P-S,superordinategoals,expansionofresources,avoidance,smoothing,compromise,authoritativecommand,alterthehuman(structural)variable•conflictstimulationtechniques:communication,bringinginoutsiders,restructuring,appointingadevil’sadvocate3.Theconflictprocess(5)outcome•Functionaloutcome:improvegroup’sperformance1.doinnovativedecisions--antidoteforgroupthinking,challengesstatusquo&createnewideas;2.positiverelatedtoproduction,73%;3.theethicallydiversegroupproducemoreeffectiveideas.thelessroutinethetasks,thegreaterthe--beconstructive•dysfunctionaloutcomes-uncontroledoppositionbreedsretardingofcommunication,reductionincohesiveness,subordinationofgroupgoalstheprimacyofinfightingbetweenmembers,threatengroup’ssurvival;•creatingFunctionalconflict--rewarddissent&punishavoiderChap.13Conflict&negotiation§13.2Negotiationaprocessinwhich2ormorepartiesexchangegoodsorcervices&attempttoagreeupontheexchangerateforthemtheuseofnegotiation&bargaininginterchanges1.BargainingStrategies(1)Distributive:Claimingvalue•Negotiationthatseekstodivideupafixedamountofresources;awin-losesituation•essence:negotiationoverwhogetswhatshareofafixedpie;adversaries--anygainmadeatyourlose•bargainingzone:aspirationrange(resistancepoint,target--);settlementrange•Outcome:Compromise/splitthedifference;Takeaposition&sticktoit,Arguepersuasivelyusepowertactics(bluffs,threats,commitment)1.BargainingStrategies(2)Integrative:Creatingvalue•Negotiationthatseeks1ormoresettlementthatcancreateawin-winsolution•adversaries&partners;Focusonintereststhanpositions,Inventoptionsformutualgain•CharacteristicDistributiveIntegrativeAvailableresourcesFixedamounttobeVariablePrimarymotivationsIwin,youlosewin,winPrimaryinterestsOpposedtoeachotherconvergentFocusofrelationshipShorttermlongterm•conditions:openwithinformation&candidabouttheirconcern,asensitivitytoother’sneeds,trustoneanother,willingnesstomaintainflexibility2.Negotiationprocess•Preparation&planning--goals(minimallyacceptable,mosthopeful),informationgathering,developastrategy---BalternativeToNAg•definitionofgroundrules--•clarification&justification•bargaining&P-S•closure&inplementation3.Issuesinnegotiation•(1)D-mbiaseshinderingeffectivenegotiation1.irrationalescalationofcommitment;2.themythicalfixedpie;3.anchoring&adjustments;4.framingnegotiation;5.availabilityofinformation;6.thewinner’scurse;7.overconfidence•(2)theroleofpersonalitytraitsinnegotiation--havenosignificantdirecteffectoneithertheprocessnoroutcome•(3)culturedifferencesinnegotiationstyle1.Frenchlikeconflict;2.Chinesethinknegotiationneverend;3.ChineseJapanesedeveloparelationship&acommitmenttoworktogether3.Issuesinnegotiation•Comparison:NorthAme.ArabRussianpersuad