Chapter 14 Conflict and Negotiation Page
Questions for Review
14-1. What are the three types of conflict and the three loci of conflict?
Learning Objective: Describe the three types of conflict and the three loci of conflict
Learning Outcome: Describe the nature of conflict and the negotiation process
AACSB: Reflective thinking
Answer:
Two dimensions—cooperativeness and assertiveness. Five conflict-handling
intentions can be identified: competing (assertive and uncooperative),
collaborating (assertive and cooperative), avoiding (unassertive and
uncooperative), accommodating (unassertive and cooperative), and compromising
(midrange on both assertiveness and cooperativeness).
improvement in the group’s performance, or dysfunctional in that it hinders group
performance. Conflict is constructive when it improves the quality of decisions,
stimulates creativity and innovation, etc. Dysfunctional outcomes uncontrolled
opposition breeds discontent, which acts to dissolve common ties, and eventually
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Learning Objective: Outline the conflict process
Learning Outcome: Describe the nature of conflict and the negotiation process
AACSB: Reflective thinking
14-3. What are the differences between distributive and integrative bargaining?
Learning Objective: Contrast distributive and integrative bargaining
Learning Outcome: Describe the nature of conflict and the negotiation process
AACSB: Reflective thinking
14-4. What are the five steps in the negotiation process?
Learning Objective: Apply the five steps of the negotiation process
AACSB: Reflective thinking
14-5. How do individual differences influence negotiations?
Answer: Personality and gender can both influence negotiations. Personality
gender stereotypes in negotiations such as tender and tough. In addition, women
are less likely to negotiate.
AACSB: Reflective thinking
14-6. What are the roles and functions of third-party negotiations?
Learning Objective: Assess the roles and functions of third-party negotiations
Learning Outcome: Describe the nature of conflict and the negotiation process
AACSB: Reflective thinking
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Experiential Exercise
A Negotiation Role-Play
This exercise contributes to:
Learning Objective: Apply the five steps of the negotiation process
Learning Outcome: Describe the nature of conflict and the negotiation process
AACSB: Reflective thinking
There are two scenarios to consider for this case; one is more distributive, the other more
integrative. Within your group of two, one of you takes the role of the engineering
director, while the other takes the role of the marketing director. Read only your own
side’s specific information for the two negotiation processes. The overall situation is the
same for both scenarios, but the priorities and outlook for the parties change depending
future” scenario.
The Case
Cytrix develops integrated bicycle and running performance systems. Runners and bikers
wear the Cytrix watch, which uses GPS signals to identify their location and the distance
they’ve covered. This information can then be uploaded to the Cytrix Challenge website,
respective teams to allocate $30 million for planned future development and decide who
will run different parts of the project.
Marketing Group Specific Information (only the marketing manager should read
this)
also wants to retain control over which new products will be developed. Marketing would
prefer to see engineering act in a consulting role, determining how best to manufacture
the devices that fit the needs identified above.
Engineering Group Specific Information (only the engineering manager should read
this)
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improvement, engineering believes it will be necessary to further develop the technology
so it is both lightweight and inexpensive to produce. The engineering group’s primary
and deliver the new devices.
Contested Resources Scenario
The marketing and engineering departments are locked in a struggle for power. Your side
(either marketing or engineering) should try to direct the largest possible proportion of
both money and authority toward your proposed program. You still need to come up with
directors for both groups.
Combined Future Scenario
The marketing and engineering departments are eager to find a positive solution. Both
sides should endeavor to see that the company’s future needs are met. You know that to
achieve success everyone needs to work together, so you’d like to find a way to divide
The Negotiation
At the start of the negotiation, the instructor randomly assigns half the groups to the
contested resources scenario, and the other half to the combined future scenario. Begin
the process by outlining the goals and resources for your side of the negotiation. Then
negotiate over the terms described in your scenario, attempting to advocate for a solution
that matches your perspective.
Debriefing
Ethical Dilemma
The Case of the Overly Assertive Employee
This exercise contributes to:
Learning Objective: Show how individual differences influence negotiations
Learning Outcome: Describe the nature of conflict and the negotiation process
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party attempts to satisfy the other party’s concerns). Consider these dimensions, then put
yourself in the shoes of the manager below:
replies, “I don’t mind. I don’t want to make any waves.”
You sense that Janna is unhappy, but also scared of a confrontation with Kim. Kim is
getting more recognition and compliments from the CEO because she does high profile
work. You know this puts Janna at a disadvantage in her career. On the other hand, Kim is
Questions
14-7. If Tom does nothing, is that ethical? Does he have a responsibility to Janna to
make sure her concerns are addressed?
probably argue that as her boss, Tom has an obligation to speak up and take
action.
14-8. In this chapter, you learned about mediators, arbitrators, and conciliators. Is it
possible for Tom to act in one of these roles? Why or why not?
changing the situation.
14-9. If Tom does nothing in this situation, how do you think the situation between
Janna and Kim will play out? Do you think there will be problems with conflict?
Case Incident 1
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Disorderly Conflict
This exercise contributes to:
an open plan with no walls between workers. The goal of such a layout is to eliminate
boundaries and enhance creativity. But for Matt and Peter, the new arrangement creates a
growing sense of tension.
The argument boils down to the question of workspace order and organization. Peter
Many of Matt and Peter’s coworkers wish they’d just let the issue drop. The men enjoyed
a good working relationship in the past, with Peter’s attention to detail and thorough
planning serving to rein in some of Matt’s wild inspirations. But of late, their
collaborations have been derailed in disputes.
underhanded behavior against other coworkers.
Ultimately, finding a way through the clutter dispute is probably going to be an ongoing
process to find a balance between perspectives. Both Matt and Peter worry that if they
can’t find a solution, their usually positive work relationship will be too contentious to
Questions
14–10. Describe some of the factors that led this situation to become an open conflict.
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Management. Student responses will vary.
14–11. Do you think this is an issue worth generating conflict over? What are the
potential costs and benefits of Matt and Peter having an open discussion of the
issues?
14-12. How can Matt and Peter develop an active problem-solving discussion to resolve
this conflict? What could effectively be changed, and what is probably going to
just remain a problem?
Answer: This item can be assigned as a Discussion Question in MyLab
Management. Student responses will vary.
Case Incident 2
Twinkies, Rubber Rooms, and Collective Bargaining
This exercise contributes to:
Learning Objective: Assess the roles and functions of third-party negotiations
Learning Outcome: Describe the nature of conflict and the negotiation process
AACSB: Written and oral communication; Reflective thinking
U.S. labor unions have seen a dramatic decline in membership in the private sector,
where only 6.5 percent of the employees are unionized. The situation is very different in
the public sector, however, where 40 percent of government employees are unionized.
These numbers are the result of very different trends—in the 1950s, the situation was
approximately reversed, with roughly 35 percent of private-sector workers and 12 percent
of public-sector employees belonging to unions.
Research suggests two core reasons why public-sector unions have grown. First, changes
in state and national labor laws have made it easier for public-sector unions to organize.
Some also argue that enforcement agencies have tolerated anti-union actions in the
more static than in the private sector. More plants than post offices have closed.
Are these trends problems? Though this is partly a political question, let’s look at it
objectively in terms of plusses and minuses.
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following example:
Lydia criticized the work of five of her coworkers. They were not amused and
posted angry messages on a Facebook page. Lydia complained to her supervisor
that the postings violated the employer’s “zero tolerance” policy against
“bullying and harassment.” The employer investigated and, agreeing that its
unions can provide.
On the negative side, public-sector unions at times have been able to negotiate
employment arrangements that are hard to sustain. For more than 25 years, the union that
represents California’s prison guards—the California Correctional Peace Officers
Association (CCPOA)—lobbied the state to increase the number of prisons and to
free training. All this is at the expense of taxpayers in a state where the budget is
“precariously balanced and faces the prospect of deficits in succeeding years.”
It is often extremely difficult to fire a member of a public-sector union, even if
performance is exceptionally poor. Aryeh Eller, a former music teacher at Hillcrest High
There are rubber rooms for many types of union jobs.
Reasonable people can disagree about the pros and cons of unions, and whether they help
or hinder an organization’s ability to be successful. There isn’t any dispute, however, that
they often figure prominently in the study of workplace conflict and negotiation
strategies.
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High, but Profile Low,” Capitol Weekly, November 19, 2014,
www.theatlantic.com/.
Questions
14-13. Labor–management negotiations might be characterized as more distributive than
integrative. Do you agree? Why do you think this is the case? What, if anything,
would you do about it?
14-14. If unions have negotiated unreasonable agreements, what responsibility does
management or the administration bear for agreeing to these terms? Why do you
think they do agree?
14-15. If you were advising union and management representatives about how to
negotiate an agreement, drawing from the concepts in this chapter, what would
you tell them?
MyLab Management
as the following Assisted-graded writing questions:
contribute to or inhibit employee conflicts?
changed organizational negotiation practices?
14-18. MyLab Management Only—comprehensive writing assignment for this chapter.
Instructor’s Choice
Negotiating with the Labor Relations Board
This exercise contributes to:
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Chapter 14 Conflict and Negotiation Page
Power struggles often end up as negotiation and bargaining scenarios. One place to trace
historic negotiations between management and labor is the National Labor Relations
resolve the conflict.
Instructor Discussion
The NLRB website has several famous cases documented and filed. It is interesting that
the NLRB often changes its political stance on issues as members often change as new
governmental administrations are brought into power. For this reason, the viewer can see
reasons) was.
Teaching Notes
This exercise is applicable to face-to-face classes or synchronous online classes such as
BlackBoard 9.1, Breeze, WIMBA, and Second Life Virtual Classrooms. See
(http://www.wimba.com/solutions/higher-education/wimba_classroom_for_higher_education),
(http://go.secondlife.com/landing/education/) and
(http://docplayer.net/19442732-Effective-use-of-collaboration-tools-for-online-learning-jennifer-pontano-k
e-anna-skipwith-drexel-university-e-learning-2-0-conference-march-2011.html) for more information.
Exploring OB Topics on the Web
This exercise contributes to:
1. Let’s start out with a laugh. Google “Despair.com Demotivators Dysfunction”
schools. Enjoy!
2. How do you handle conflict when it arises? Seven guidelines for handling conflict
can be found at Mediate, “Seven Guidelines for Handling Conflicts Constructively,”
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Chapter 14 Conflict and Negotiation Page
to use it in future conflicts.
3. If you have never been involved in labor negotiations, it can be a challenging task
there lessons in this article that could be applied to any negotiation process—for example,
and bring it to class.
4. Negotiating with other cultures requires an understanding of the culture and the
Chinese are a collectivist culture, different in many ways from Americans. Write two or
5. Read the article by Stella Ting-Toomey entitled “Intercultural Conflict
Management: A Mindful Approach” at:
put forth in the paper? Do you agree or disagree with her assessments? Bring your
written work to class for further discussion.
6. The University of Colorado offers a great deal of information regarding conflict
Conflict Resolution and select three abstracts of interest to you. Print them off and bring
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