Conflict & Negotiation

1. Conflict &
Negotiation

2. Learning Objectives
Learning Objectives
 Define conflict
 Review the traditional, interactionist, and
human relations views of conflict
 Contrast functional and dysfunctional
conflict
 Outline the conflict process
Chapter 12 2

3. Learning Objectives.
Learning Objectives.
 Study five conflict-handling orientations
 Contrast distributive and integrative
bargaining
 Identify decision biases that hinder
negotiations
 Explain how to improve negotiation skills
Chapter 12 3

4. What is Conflict?
What is Conflict?

5. What is conflict.
What is conflict.
 Awareness
 Opposition
 Insufficiency
 Blockage
 Incompatibility
5

6. Conflict
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.

7. 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.

8. 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.

9. Types of Conflict
Types of Conflict
Task Conflict
Conflicts over content and
goals of the work.
Process Conflict
Conflict over how work gets done.

10. Types of Conflicts
Types of Conflicts
Relationship Conflict
Conflict based on interpersonal
relationships. These conflicts are almost
dysfunctional.

11. The Conflict Process
The Conflict Process

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 Felt Conflict
Awareness by one or more Emotional involvement in a
parties of the existence of conflict creating anxiety,
conditions that create tenseness, frustration, or
opportunities for conflict to hostility.
arise.

14. 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.

15. Dimensions of Conflict-Handling Intentions
Dimensions of Conflict-Handling Intentions
Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette
and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3 E X H I B I T 14–2
E X H I B I T 14–2
(Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.

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. Conflict-Intensity Continuum
Conflict-Intensity Continuum

20. 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.

21. 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

22. Why Intergroup conflict occur.
Why Intergroup conflict occur.
 Interdependence.
 Difference in Goal.
 Limited Resource.
 Reward Structure.
 Difference in perception.
 Different time horizons.
 In accurate perception.
 The increased demand of specialists.
 Interpersonal factors.

23. 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

24. 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.

25. 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.

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27. 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.

28. 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.

29. The
The
Negotiation
Negotiation
Process
Process

30. 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.