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Conflicts

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Transitions in Conflict Thought

Causes:

Poor communication

Lack of openness

Failure to respond toemployee needs

Traditional view of conflict:The belief that all conflict is harmful and must be

avoided.

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Transitions in Conflict Thought

(contd)Human Relations View of Conflict

The belief that conflict is a natural and inevitable

outcome in any group.

Interactionist View of Conflict

The belief that conflict is not only a positive force ina group but that it is absolutely necessary for agroup to perform effectively.

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Types of Conflict

Task Conflict

RelationshipConflict

Process Conflict

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Conflict Process

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Stage 1 : Potential Opposition or

IncompatibilityCommunication

Structure

Personal Variables

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Stage 2 : Cognition and

Personalization

Positive FeelingsNegative Emotions

Conflict Definition

Perceived ConflictAwareness by one or moreparties of the existence ofconditions that create

opportunities for conflict toarise.

Felt ConflictEmotional involvement in aconflict creating anxiety,tenseness, frustration, or

hostility.

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Stage 3 : Intentions

Decisions to act in a given way

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Stage 4 : Behavior

Conflict Management:

The use of resolution and stimulationtechniques to achieve the desired level of conflict .

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Stage 5: 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 and punish conflict avoiders.

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Negotiation:

Negotiation:

A process in which two or more parties exchange

goods or services and attempt to agree on theexchange rate for them.

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Distributive versus Integrative

Bargaining

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NegotiationProcess

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PersonalityTraits:

Moods andEmotions

Gender Differences

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Third-Party Negotiations Four Basic Third-Party Roles

Mediator

A neutral third party who facilitates anegotiated solution by using reasoning,persuasion, and suggestions for alternatives

Arbitrator

A third party to a negotiation who has theauthority to dictate an agreement.

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ConciliatorA trusted third party who provides aninformal communication link between thenegotiator and the opponent.

ConsultantAn impartial third party, skilled in conflictmanagement, who attempts to facilitatecreative problem solving throughcommunication and analysis

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Global implications:

Cultural Differences in NegotiationsMultiple cross-cultural studies on negotiation styles, for instance:

American negotiators are more likely than Japanese

bargainers to make a first offer

North Americans use facts to persuade; Arabs use emotion;

and Russians use asserted ideals

Brazilians say no more often than Americans or Japanese

Conflict and Culture:

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Summary and ManagerialImplications Conflict can be

constructive ordestructive

Reduce excessive

conflict by using: Competition Collaboration Avoidance Accommodation Compromise

Integrative negotiationis a better long-termmethod

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Conflict Resolution Techniques

Problem solving

Superordinate goals

Expansion of resources

Avoidance Smoothing

Compromise

Authoritative command

Altering the humanvariable

Altering the structuralvariables

Communication

Bringing in outsiders

Restructuring theorganization

Appointing a devilsadvocate

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