Module 5

Power, Conflict, and

Negotiation
MGMT5100
Welcome to Module 5
Power, Conflict, and Negotiation
MGMT 5100
3

Road Map for Module 5

5.0 Welcome to Power Conflict and Negotiation
5.1 Power and Influence
• Dependence
• Cialdini’s influence strategies
• Political skill
5.2 Conflict and Negotiation
• Functional and dysfunctional conflict
• Sources of conflict
• Conflict handling strategies
• Principled negotiation
• Integrative versus distributed bargaining
• Bargaining strategies
Module 5 Learning Objectives and MPO Challenge
At the end of this module students will be able to:
• Identify the fundamental theories conflict and
Managing People and Organizations
negotiation (C01, CO4) Discussion of Challenges
• Describe a challenge related to power, conflict, and
negotiation in organizations that is relevant to your Have you experienced politics in
career (CO1, CO2) your career?
• Analyze power and dependence in your work
career and its impact on your behaviour (C01,
CO2, CO3)
• Compare and contrast different strategies for
conflict management in organizations (C02, C03)
Module 5.1
Power and Influence
Power
The capacity that A has to influence the behaviour of B so that B acts in accordance with A’s wishes.

– Dependency- B’s relationship to A when A possesses something that B needs.

• General Dependency Postulate
– Influence –successfully persuading others to follow your advice or orders
– Authority – power granted to an employee recognized as legitimate (legitimate power)

3 Factors
• Importance
– The things you control must be important.
• Scarcity
– A resource must be perceived as scarce.
• Non-substitutability
– The resource cannot be substituted with something else.

6
Power Base
• The capacity that A has to
influence the behaviour of B so
that B acts in accordance with
A’s wishes

• What’s my preferred power type?

______________________
Influence Styles
• Your influence style should be based on your power base,
your persuasive skill, and the situation.

Pushing Energy
.
1. Assertive Persuasion 3. Participation and Trust
Logic, facts, rationality, ideas Active listening, involvement,
communication, learning
mindset

4. Common Vision

Pulling Energy
2. Reward and Punishment
Evaluations, incentives, Superordinate goal, shared
pressure, bargains, goals and identity, culture building
expectations
What is persuasion?
• The conscious manipulation of face-to-face communication to
induce others to take action.
– Pesuadee’s feel they are acting of their own accord
within the goals and guidelines set for them

• Persuasion Strategies
– Build Credibility
– Logical reasoning
– Emotional appeal
– Social proof
– Ingratiation
– Tailor your message
– Liking
– Scarcity
– Consistency
– Expertise
Cialdini’s Principles of Persuasion

1. The Principle of Liking: People like those who like them (Tupperware
parties).
– Find things you both like.
2. Principle of Reciprocity: People give in kind
– Give what you want to get.
3. Principle of Social Proof (Consensus): People follow the lead of
others who they see as similar to themselves.
– Look for the right social proof.
4. Principle of Consistency: People align with what they are already
clearly committed to.
– Get it in writing.
5. Principle of Authority: People defer of experts.
– Don’t hide your expertise, people will not assume expertise.
6. Principle of Scarcity: People want more of what they can have less
of
– Highlight uniqueness and exclusivity.
Tactics for persuasion
Tactics to improve persuasive results:
1. Active Facilitative(e.g. being organized and prepared,
stating views with conviction, providing information, taking
the initiative, paraphrasing
2. Passive Facilitative (e.g. doing nothing, being patient, let Failure to Persuade
others talk themselves into it) • Intimidating
Tactics which inhibit effectiveness: (Seldom used • Nagging
deliberately) • Overconfidence
3. Active Inhibiting (e.g. being unorganized, being unwilling • Overly enthusiastic
to negotiate, creating win/lose situations, criticizing, giving • Talking without listening
advice too soon, being aggressive or pushy) • Being too anxious
4. Passive Inhibiting (e.g. withholding information, not paying • Misunderstanding your
attention to details, being ambiguous, failing to give audience
recognition, withholding support, failing to ask opinions or
for support, allowing others to define your position).
What is politicking?
• Any attempt to influence the distribution of advantages and disadvantages within your organization
– Departmental budgets
– Space allocations
– Project responsibilities
– Salary and promotions Political diagnostic analysis
1. Assess your organization’s culture
• Garbage Can vs. Political Model
2. Assess the power of others
– Organizational Decisions
3. Assess your own power

• Why do we have politics?

– Differing goals, values, and interests
– Limited resources
– Ambiguity of decision making
• Is politicking dysfunctional?
– What are potential costs versus benefits of political action (winning the battle to lose the war?)
• “Power is effective when held in balance.”
Political Skill
Def: the ability to effectively understand others at work, and to use such knowledge to influence
others to act in ways that enhance one’s personal and/or organizational objectives’ (Ahearn et al.
2004; Ferris et al. 2005b).
–social astuteness;
–Interpersonal influence;
–networking ability; and
–apparent sincerity

 Ferris et al. (2005b) developed an 18-item scale, which they called the Political Skill Inventory (PSI).

Benefits: Political skill has been found to improve (1) Stress Management , (2) Career Success,
(3) Individual job performance, (4) Leadership effectiveness, and (3) Team effectiveness. (Kimura,
2015)
Guidelines
Building your Network for
• How good am I at playing politics?
Political Success
• Frame arguments in terms of organization goals 1.Map out your ideal network
• Develop the right image •
•
Determine who knows what’s going on
Figure out who is critical in the workflow
• Assess who knows how to get around
• Utilize social networking roadblocks
• Determine who can help you the most
• Gain control of resources 2.Take action to build the network
• Don’t be shy; most other people will be
• Become indispensable receptive and want to help
• Start conversations with: “I’m new here.
• Be visible Can you help me get to know people
who ...?”
• Get a mentor 3.Reciprocate and invest in your network
• Share information useful to others
• Develop powerful allies • Take the time to stay in touch with
network members
• Avoid tainted members • Update your network as people and
situations change
• Support your boss
End of Module 5.1
Thank you!