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ORGANIZATIONAL

CONFLICT AND

NEGOTIATION

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A process in which one party perceives

that his or her interests are being opposedor negatively affected by another party

Conflict

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Model of the Conflict Process

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Conflict perceptions and emotions.

Task-related versus socioemotional conflict.

Task-related conflict occurs when people disagree about task issues, such as

goals, key decision areas, procedures, and the appropriate choice for action.

Socioemotional - conflict differences are viewed as personal attacks rather than

attempts to resolve an issue.

Manifest conflict is when conflict perceptions and emotions evolve inthe decisions and overt behaviors of one party toward the other.

Conflict outcomes result in negative outcomes for the organization.

Constructive controversy helps people to learn about other points of

view, which encourages them to re-examine their basic assumptionsabout a problem and its possible solution.

The Conflict Process

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Incompatible goals occur when one employee or departments

personal or work goals seem to interfere with another person or

departments goals.

Differentiation conflict that occurs by different values and beliefs due

to unique backgrounds, experiences, or training.

Task interdependence exists when team members must share

common inputs to their individual tasks, need to interact in theprocess of executing their work, or receive outcomes (such as

rewards) that are partly determined by the performance of others.

Three levels of task interdependence are;

pooled interdependence

sequential interdependence

reciprocal interdependence

Sources of Conflict in an Organization

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Scarce resources generate conflict because scarcitymotivates people to compete with others who alsoneed those resources to achieve their objectives.

Ambiguous rules or the complete lack of rules breedconflict.

Communication problems due to the lack ofopportunity, ability, or motivation to communicateeffectively.

Sources of Conflict in an Organization

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Five management styles:

Collaborating tries to find a mutually beneficial solution for both parties

through problem solving.

Avoiding tries to smooth over or avoid conflict situations altogether.

Competing tries to win the conflict at the others expense.

Accommodating involves giving in completely to the other sides wishes,

or at least cooperating with little or no attention to your own interests.

Compromising tries to reach a middle ground with the other party.

Choosing the best conflict management styleideally we usedifferent styles under different conditions, but most of us have a

preferred conflict management style. Cultural and gender differences in conflict management styles.

Interpersonal Conflict Management Styles

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Emphasizing superordinate goals are common objectives heldby conflicting parties that are more important than the

departmental or individual goals on which the conflict is based.

Reducing differentiation to minimize dysfunctional conflict.

Improving communication and understandingthis can rangefrom casual gatherings among employees who rarely meet

otherwise, to formal processes where differences are identifiedand discussed.

Socializing over a game of ping-pong or football.

Teambuilding activities.

Dialogue meetings.

Structural Approaches to Conflict Management

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Reducing task interdependence by dividing the sharedresource so that each party has exclusive use of part ofit.

Clarifying rules and procedures in the distribution ofresources, such as when students can use the laser

printer or for how long they can borrow library books.

Structural Approaches to Conflict Management

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Negotiation occurs whenever two or more conflicting partiesattempt to resolve their divergent goals by redefining the terms

of their interdependence.

Bargaining zone model of negotiations

Three main negotiating points:

Initial offer point is the teams opening offer to other party.

Target point is the teams realistic goal or expectation for a final agreement.

Resistance point is the point beyond which the team will not make further

concessions.

Resolving Conflict Through Negotiation

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Situational influences on negotiations Location

Physical setting

Time passage and deadlines

Audience characteristics

Negotiator behaviors

Planning and goal setting

Gathering information

Communicating effectively

Making concessions

Resolving Conflict Through Negotiation

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Third-party conflict resolution is any attempt bya relatively neutral person to help the partiesresolve their differences.

Procedural fairness is particularly importantwhen the third party makes a binding decision

to resolve the dispute.

Third Party Conflict Resolution

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Arbitration is the final stage of grievances by

unionized employees, and is becoming morecommon in nonunion conflicts. Arbitrators havecontrol over the final decision, but low control over

the process. Inquisitioninquisitors control all discussion about

the conflict and choose the form of conflictresolution.

Mediationmediators have control over theintervention process.

Types of Third Party Intervention

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