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8/2/2019 Conflicts and Negotiations
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Conflicts and negotiations
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Conflict Defined
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
That point in an ongoing activity when an
interaction crosses over to become an
interparty conflict
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Encompasses a wide range of conflicts that
people experience in organizations
Incompatibility of goals
Differences over interpretations of facts
Disagreements based on behavioral
expectations
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Transitions in Conflict Thought Traditional View of Conflict
The belief that all conflict is harmful and must beavoided
Prevalent view in the 1930s-1940s
Conflict resulted from:
Poor communication
Lack of openness
Failure to respond to employee needs
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Continued Transitions in Conflict
Thought
Human Relations View of Conflict
The belief that conflict is a natural and
inevitable outcome in any group
Prevalent from the late 1940s through mid-
1970s
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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
Current view
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Forms of Interactionist Conflict
Functional Conflict
Conflict that supports thegoals of the group and
improves its performance
Dysfunctional
Conflict
Conflict that hindersgroup performance
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Types of Interactionist Conflict Task Conflict
Conflicts over content and goals of the work
Low-to-moderate levels of this type areFUNCTIONAL
Relationship Conflict Conflict based on interpersonal relationships
Almost always DYSFUNCTIONAL
Process Conflict Conflict over how work gets done
Low levels of this type are FUNCTIONAL
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Nature of conflict
Conflict may be within an individual
Conflict may be between two individuals
Conflict may be between two groups in anorganization
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CAUSES OF CONFLICT IN ORGANIZATIONS
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
Personalit t es
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BENEFITS OF CONFLICTS
Increases awareness of what problems exist, who
is involved, and how to solve the problem.
Motivates organizational members to consider
problems.
Promotes change.
Enhances morale and cohesion.
High quality decisions.
Stimulates interest and creativity.
Adds to the forum of working with others when
not taken seriously.
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Difference between conflict and
competition Competition
Competition takes place when individuals or groups haveincompatible goals but do not interfere with each other
In competition one will not try to frustrate the attempt of
another, Example of competition : Track events
Conflict
Goals interfere in conflict
Attempts of one are sought to be thwarted by the other.
Games like football, involve more conflict and competition
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Levels of conflict
There are three levels of conflict in organisational life:
Intra Personal conflict
Inter- Personal conflict
Inter-group conflict
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Intra personal Conflict:
Arises from frustration, numerous roles which
demand equal attention, cognitive dissonance &neurotic tendencies.
Conflict from frustration:
when a motivated drive is blocked by barriers which
may be overt (external) or covert (internal) before a
person reaches a desired goal.
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The frustrated individual adopts any of the
following mechanisms:
Aggressive Mechanisms
Fixationan individual keeps up a
dysfunctional
Displacementan individual directs his or her
anger toward someone who is not the source of
the conflict
Negativisma person responds with
pessimism to any attempt at solving a problem
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Compromise Mechanisms
Compensation - an individual attempts to make
up for a negative situation by devotinghimself/herself to another pursuit with
increased vigor
Identification - an individual patterns his or herbehavior after anothers
Rationalization - a compromise mechanism
characterized by trying to justify onesbehavior by constructing bogus reasons for it
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Withdrawal Mechanisms
Flight/Withdrawal - entails physically escapinga conflict (flight) or psychologically escaping
(withdrawal)
Conversion - emotional conflicts are expressedin physical symptoms
Fantasy - provides an escape from a conflict
through daydreaming
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Goal conflict: occurswhen the attainment of
one goal excludes the possibility of attaining
another. Approach-approach conflict
Approach-avoidance conflict
Avoidance-avoidance conflict
Multiple approach-avoidance conflict
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Approach-approach conflict- this conflict
arises when the individual is caught between
two or more positive but mutually exclusive
goals.
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Approach-avoidance conflict- this conflict
arises when an individual is simultaneously
attracted to and repelled by a single goal
object.
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Avoidance-avoidance conflict- this conflict
arises when an individual is forced to choose
between two mutually exclusive goals, each ofwhich possesses unattractive qualities.
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Multiple approach-avoidance conflict- when
people are confronted with several
possibilities for action , each having several
desirable & undesirable features.
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Role conflict-the need for an individual to
play several roles simultaneously but finding
time & resources inadequate to do so.
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Cognitive Dissonance
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Neurotic tendencies: These are irrational
personality mechanisms that an individual
uses that create inner conflict. In turn, innerconflict often results in behaviors that lead to
conflict with other people.
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Interpersonal Conflict
It arises mainly because of differences in
perception, temperaments, personalities,
values systems, socio-cultural factors and roleambiguities. Role conflict and role ambiguity
can result in interpersonal conflict.
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ROLE CONFLICT: Role can be defined as A
cluster of tasks and behaviors which others
expect a person to perform while doing a job.
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There could be four types of role conflict
Intra sender role conflict- When differentmessages and pressures from a single member ofthe role set are incompatible.
Inter sender role conflict- When messages andpressures from one role sender oppose messagesand pressures from one or more other senders.
Inter role conflict- When role pressuresassociated with the membership in one group areincompatible with the pressures arising frommembership in other groups.
Person role conflict- When role requirements areincompatible with the focal persons own values,attitudes or views of acceptable behavior.
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ROLE AMBIGUITY: This refers to the
uncertainty and lack of clarity associated with
the expectations from a single role. Role
ambiguity can cause stress and trigger copingbehaviors such as aggressive action, hostile
communication, withdrawal or attempt at
joint problem solving.
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Transactional Analysis Eric Berne Thomas
Harris in the 1960s.
When people interact, there is a socialinteraction in which one person responds to
another and the study of such interaction
between people is called Transaction Analysis.
Ego states: parent, adult & child.
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The parent ego= taught ego state
authoritative, dogmatic, overprotective,
controlling & righteous. Learnt from ones parents or other adults who
guided ones early life experiences.
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The adult ego= thinking ego state
mature, rational & objective part of a persons
personality.
acquired as one matures into adolescence and
adulthood.
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The child ego= felt ego state
childish, dependent, & immature part of a
persons personality.
grow out of ones childhood experiences.
Behaviors that are influenced by the ego state
are laden with emotion, in-subordination, joy
or rebellion.
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Social transactions- depending on the kind of
ego states involved, the interaction can be
complimentary, crossed & ulterior.
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Complimentarytransactions- these occur
when the message sent or the behaviour
exhibited by one persons ego state receivethe appropriate or expected response from
the other persons ego state.
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Crossed transactions- the stimulus &
response lines are not parallel.
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Ulterior transactions- involve at least two ego
states on the part of the first person. The
individual may say one thing but mean
something quite different
J h i Wi d
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Johari Window
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1 Open area There is no scope for conflict
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1. Open area- There is no scope for conflict.
2. Hidden area- This area has potential for
inter-personal conflict.3. Blind area- The more the person
understands strengths and weaknesses of
self, and is open to others views, the bettermanager he or she will become.
4. Undisclosed self- Unknown area carries high
potential for conflict.
Johari Window
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Johari Window
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Stroking
It refers to recognition of ones presence by
others. Strokes may be positive or negative.
In the absence of positive strokes, people seek
negative strokes, mainly because of guilt orlack of self-image.
Negative strokes cause interpersonal conflict.
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Life Position
I am not OK You are OK
I am not OK You are not OK I am OK You are not OK
I am OK You are OK
Of the four life position the ideal one is I am
OKYou are OK. It shows healthy acceptance
of self & others.
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Life Positions
Im OK
Im Not OK
YoureNot OK
YoureOK
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Inter-organizational conflict
Intergroup conflict
Inter-role conflict Intra-role conflict
Personal-role conflict
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CONFLICT MANAGEMENT STYLES
Avoiding style
Forcing style
Accommodating
Competing
Compromising
Collaborating
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Avoiding Conflict Resolution Style
Low on both assertiveness and cooperativeness. manager is not very cooperative in helping the
other individuals to achieve their goals, butneither is he/she aggressively pursuing his/her
own preferred outcomes in the situation. The original problem, conflict, or situation is
never directly addressed or resolved.
Appropriate when the issue is perceived by the
manager to be trivial. Appropriate when there is no chance of winning
or when disruption would be very costly.
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A d ti C fli t R l ti
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Accommodating Conflict Resolution
Style
This style reflects a high degree ofcooperativeness.
It has also been labeled as obliging.
A manager using this style subjugates his/herown goals, objectives, and desired outcomes toallow other individuals to achieve their goals andoutcomes.
Appropriate when people realize that they are in
the wrong or when an issue is more important toone side than the other.
This conflict resolution style is important forpreserving future relations between the parties.
C i i C fli t R l ti
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Compromising Conflict Resolution
Style
Characterized by moderate levels of bothassertiveness and cooperativeness.
Bargaining or trading.
Produces suboptimal results.
Used when goals of both sides are of equalimportance, when both sides have equal power,or when it is necessary to find a temporary,timely solution.
Should not be used when there is a complexproblem requiring a problem-solving approach.
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Collaborating Conflict Resolution Style
High on both assertiveness and cooperativeness
Win-win scenario.
Both sides creatively work towards achieving the
goals and desired outcomes of all partiesinvolved.
Appropriate when the concerns are complex anda creative or novel synthesis of ideas is required.
Requires sincere effort by all parties involved andit may require a lot of time to reach a consensus.
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STRATEGIES FOR RESOLVINGCONFLICT
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Intra-personal conflict
Remove barriers
Cognitive dissonance
Refuse to select either approach
Minimise and prioritise roles
Develop compatibility between personal and
organisational roles
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Inter-personal conflict
Lose-lose
Win-win
Lose-win
Developing complementary transactions
Altering behavioural inputs
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Intra-group conflict
If divided, they fall
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Inter-group conflict
Problem solving
Organisation re-design
Super-ordinate goals
Expansion of resources
Avoidance
Smoothen
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Conflict Resolution Techniques Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritativecommand
Altering the human
variable Altering the structural
variables
Communication
Bringing in outsiders
Restructuring theorganization
Appointing a devilsadvocate
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APPROACHES TO NEGOTIATION
Distributive Bargaining
the goals of the
parties are in conflict and each party tries to
maximize its resources
Integrative Negotiation
focuses on merits of
the issues and seeks a win-win solution
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EFFECTIVE NEGOTIATION- GUIDELINES
Consider the other partys situation & viewpoint Have a plan & concrete strategy
Begin with a positive outlook
Address problems & not personalities
Pay little attention to initial offers Emphasize win-win solutions
Create a climate of trust
Have open mind
Insist on using objective criteria
Adapt to cultural differences