2. Learning Objectives
Learning Objectives
1. Define conflict.
2. Differentiate between the traditional, human
relations, and integrationist views of conflict.
3. Contrast task, relationship, and process conflict.
4. Outline the conflict process.
5. Describe the five conflict-handling intentions.
6. Contrast distributive and integrative bargaining.
7. Identify the five steps in the negotiating process.
8. Describe cultural differences in negotiations.
3. What is Conflict?
What is Conflict?
Conflict Defined
– Is a process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about.
– Or simply disagreement between the two or more
persons on any point.
4. What is conflict.
What is conflict.
Conflict is…
•a normal, inescapable part of
life
•a periodic occurrence in any
relationship
•an opportunity to understand
opposing preferences and
values
•ENERGY
4
8. Transitions in Conflict Thought
Transitions in Conflict Thought
Traditional View of Conflict
The belief that all conflict is harmful and must be
avoided.
Human Relations View of Conflict
The belief that conflict is a natural occurrence in all
groups and organization.
Interactionist View of Conflict
The belief that conflict is not only a
positive force in a group but that it is
absolutely necessary for a group to
perform effectively.
9. Functional versus Dysfunctional Conflict
Functional versus Dysfunctional Conflict
Functional Conflict
Conflict that supports the goals of
the group and improves its
performance.
Dysfunctional Conflict
Conflict that hinders
group performance.
10. Types of Conflict
Types of Conflict
Task Conflict
Conflicts over content and goals
of the work.
Process Conflict/ organizational conflict
Conflict over how work gets done.
Relationship Conflict
Conflict based on interpersonal
relationships. These conflicts are almost
dysfunctional.
12. Stage I: Potential Opposition or Incompatibility
Stage I: Potential Opposition or Incompatibility
Communication
– Semantic difficulties, misunderstandings, and “noise”
Structure
–
–
–
–
–
–
Size and specialization of jobs
Jurisdictional clarity/ambiguity
Member-goal incompatibility
Leadership styles (close or participative)
Reward systems (win-lose)
Dependence/interdependence of groups
Personal Variables
– Differing individual value systems
– Personality types
13. Stage II: Cognition and Personalization
Stage II: Cognition and Personalization
Perceived Conflict
Awareness by one or more
parties of the existence of
conditions that create
opportunities for conflict to
arise.
Felt Conflict
Emotional involvement in a
conflict creating anxiety,
tenseness, frustration, or
hostility.
Conflict Definition
Conflict Definition
Negative Emotions
Negative Emotions
Positive Feelings
Positive Feelings
14. Positives and Negatives of Conflict
Positives and Negatives of Conflict
Positive
• Increased involvement
• Increased cohesion
• Innovation and creativity
• Personal growth and change
• Clarification of key issues
work
• Organizational vibrancy
threatened •
identities
•
•
•
•
•
Negative
Unresolved anger
Personality clashes
Less self-esteem
Inefficiency
Diversion of energy from
• Psychological well being
Individual and group
• Wastage of resources
15. Stage III: Intentions
Stage III: Intentions
Intentions
Decisions to act in a given way.
Cooperativeness:
Cooperativeness:
•• Attempting to satisfy the other party’s
Attempting to satisfy the other party’s
concerns.
concerns.
Assertiveness:
Assertiveness:
•• Attempting to satisfy one’s own concerns.
Attempting to satisfy one’s own concerns.
16. Stage III: Intentions (cont’d)
Stage III: Intentions (cont’d)
Competing
A desire to satisfy one’s interests, regardless of the
impact on the other party to the conflict.
Collaborating
A situation in which the parties to a conflict each
desire to satisfy fully the concerns of all parties.
Avoiding
The desire to withdraw from or suppress a conflict.
17. Stage III: Intentions (cont’d)
Stage III: Intentions (cont’d)
Accommodating
The willingness of one party in a conflict to place the
opponent’s interests above his or her own.
Compromising
A situation in which each party to a conflict is
willing to give up something.
18. Stage IV: Behavior
Stage IV: Behavior
Conflict Management
The use of resolution and stimulation techniques to
achieve the desired level of conflict.
19. Stage V: Outcomes
Stage V: Outcomes
Functional Outcomes from Conflict
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Encouragement of interest and curiosity
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation and
change
Creating Functional Conflict
– Reward dissent (dispute) and punish conflict avoiders.
20. Stage V: Outcomes
Stage V: Outcomes
Dysfunctional Outcomes from Conflict
– Development of discontent(dissatisfaction)
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes group
goals
21. Conflict Management Techniques
Conflict Management Techniques
Conflict Resolution Techniques
Conflict Resolution Techniques
•• Problem solving
Problem solving
•• Superordinate goals
Superordinate goals
•• Expansion of resources
Expansion of resources
•• Smoothing
Smoothing
•• Authoritative command
Authoritative command
•• Altering the human variable
Altering the human variable
22. Conflict Resolution Techniques
Conflict Resolution Techniques
Problem Solving.
Face to face meeting with conflicting parties for the purpose of
identifying the problem and resolving it through open discussion.
Super ordinate goals.
Creating a shared goal that cannot be attained without the
cooperation of each of the conflicting parties.
Expansion of Resources.
When a conflict is caused by the scarcity of resources,
expansion of resources can create win-win solution.
23. Conflict Resolution Techniques
Conflict Resolution Techniques
Smoothing
Playing down differences while emphasizing common
interests between the conflicting parties.
Authoritative command.
Management uses its formal authority to resolve the
conflicts.
Altering the human variables.
Uses behavioral change techniques as human
relations training and alter attitude and behaviors that
cause conflict.
25. Negotiation
Negotiation
Negotiation
A process in which two or more parties exchange
goods or services and attempt to agree on the
exchange rate for them.
BATNA
The Best Alternative To a
Negotiated Agreement; the
lowest acceptable value
(outcome) to an individual
for a negotiated agreement.
26. Bargaining Strategies
Bargaining Strategies
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount of
resources; a win-lose situation.
Integrative Bargaining
Negotiation that seeks one or more settlements that
can create a win-win solution.
27. What is the most important strategy for
What is the most important strategy for
encouraging integrative bargaining?
encouraging integrative bargaining?
A.
B.
C.
D.
Focusing on the problem, not the people
Focusing on interests, not demands
Creating new options for joint gain
Focusing on what is fair
29. Issues in Negotiation
Issues in Negotiation
The Role of Personality Traits in Negotiation
– Traits do not appear to have a significantly direct effect
on the outcomes of either bargaining or negotiating
processes.
Gender Differences in Negotiations
– Women negotiate no differently from men, although
men apparently negotiate slightly better outcomes.
– Men and women with similar power bases use the
same negotiating styles.
– Women’s attitudes toward negotiation and their
success as negotiators are less favorable than men’s.
30. Third-Party Negotiations
Third-Party Negotiations
Mediator
A neutral third party who facilitates a negotiated
solution by using reasoning, persuasion, and
suggestions for alternatives.
Arbitrator
A third party to a negotiation who has the authority to
dictate an agreement.
31. Third-Party Negotiations (cont’d)
Third-Party Negotiations (cont’d)
Conciliator
A trusted third party who provides an informal
communication link between the negotiator and the
opponent.
Consultant
An impartial third party, skilled in conflict
management, who attempts to facilitate creative
problem solving through communication and analysis.
32. 5 ways to manage conflict
5 ways to manage conflict
•• Avoidance
Avoidance
•• Competition/Forcing (A)
Competition/Forcing (A)
•• Accommodation (B)
Accommodation (B)
•• Compromise (C)
Compromise (C)
•• Collaboration (D)
Collaboration (D)
I win, you lose (competition—A)
I lose or give in (accommodate—B)
We both get something (compromise—C)
We both “win”(collaborate—D)
A
B
C
D
33.
34.
35. Tips for Managing Workplace Conflict
Tips for Managing Workplace Conflict
• Build good relationships before conflict occurs
• Do not let small problems escalate; deal with
them as they arise
• Respect differences
• Listen to others’ perspectives on the conflict
situation
• Acknowledge feelings before focussing on facts
• Focus on solving problems, not changing people
• If you can’t resolve the problem, turn to someone
who can help
• Remember to adapt your style to the situation
and persons involved
Notes de l'éditeur
Conflict can be defined as a process in which an effort is purposely made by “A” to offset the efforts of “B” by some form of blocking that will result in frustrating “B” in attaining his or her goals or furthering his or her interests. This definition is comprised of five elements.
Conflict must be perceived by the parties to it. If there is no awareness, then no conflict exists. Additional elements are opposition, scarcity, and blockage and the assumption that there are two or more parties whose interests or goals appear to be incompatible. Resources are limited, and scarcity encourages blocking behavior. The parties, therefore, are in opposition. And when one party blocks another’s means to a goal, conflict exists.
There is debate over whether conflict is limited to only overt acts. The above definition assumes that conflict is a determined action, which can exist at either the latent or overt level.
