Page 260 - DMGT519_Conflict Management and Negotiation Skills

Rightness of
Social
Jean-Jacques

 People must
contract
an action is
Rousseau
determine the
function in a social
community
general will?
ethics
determined by
(1712-1778)
by the
context to survive.

 What is meant
customs and

 Communities
by the “common

norms of a
become “moral
good”?
community
bodies” for
 What do we do
determining
with
ground rules.
independent
 Duty and
thinkers who
challenge the
obligation bind the
community and
morality of the
the individual to
existing social
order (e.g.,
each other.
 What is best for
Jefferson,
Gandhi, Martin
the common good
Luther King)?
determines the
 Can a state be
ultimate standard.
corrupt and its
 Laws are
people still be
important, but
“moral” (e.g.
morality
determines the
Nazi Germany)?
 How could we
laws and
standards for right
justify ethics
other than by
and wrong.
saying, “It felt
 Locus of truth is  How do we
found in human like the right
existence. thing to do”?
 Conscience within  How could we
each person calls achieve a
them to fulfil their collective
Conflict Management and Negotiation Skills humanness and to definition of
decide between what is ethical if
right and wrong. individuals
 Personal decision disagreed?
rules are the  How could we
Notes
ultimate achieve
standards. cohesiveness
 Pursuing a noble and consensus
goal by ignoble in a team that
means leads to an only fosters
ignoble end. personal
 There are no perspectives?
absolute formulas  How could an
for living. organization
 One should follow assures some
one’s group but uniformity in
also stick up for ethics?
what one
individually
believes.

Table 12.2: Categories of Marginally Ethical Negotiating Tactics

Category Example
Traditional competitive bargaining Not disclosing your walkway; making an
inflated opening offer

Emotional manipulation Faking anger, fear, disappointment; faking
elation, satisfaction

Distorting information or negotiation events
Misrepresentation
in describing them to others

Corrupting your opponent’s reputation with
Misrepresentation to opponent’s networks
his peers

Bribery, infiltration, spying etc.
Inappropriate information gathering

Insincere threats or promises
Bluffing

Source: Adopted from R. Robinson, R.J. Lewicki, and E Donahue’s, “Extending and Testing a Five Factor
Model or Ethical and Unethical Bargaining Tactics
Task Elucidate the following statements:
1. Internal ethical issues primarily affect the conduct of organization members.
2. Laws and ethical codes do not cover all situations.
12.8 The Consequences of Unethical Conduct
Effectiveness
Let us first consider the consequences that occur based on whether the tactic is successful or not.
Clearly, a tactic’s effectiveness will have some impact on whether it is more or less likely to be
sued in the future (essentially, a simple learning and reinforcement process). If using the tactic
allows a negotiator to attain rewarding outcomes that would be unavailable if he had behaved
ethically, and if the unethical conduct is not punished by others, the frequency of unethical
conduct is likely to increase because the negotiator believes he can get away with it. Thus, real
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