Chapter 9

Intergroup Conflicts and

Negotiations

McGraw-Hill Companies, Inc., 1999

Learning Objectives
Slide 1 of 2

Explain the contemporary perspective on

conflict.
Distinguish between functional and
dysfunctional conflict.
Discuss why intergroup conflict occurs.
Identify several consequences of
dysfunctional intergroup conflict.
McGraw-Hill Companies, Inc., 1999

Learning Objectives
Slide 2 of 2

Describe five approaches for managing

conflict through resolution.
Discuss four techniques for stimulating
conflict.
Distinguish between win-win and win-lose
negotiation.
Identify the major types of third-party
negotiations.
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Intergroup Conflict
Functional Conflict

Dysfunctional Conflict

A confrontation
between groups that
enhances and benefits
the organizations
performance.

Any confrontation or
interaction between
groups that harms the
organization or hinders
the achievement of
organizational goals.

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Exhibit 9.1: Relationship Between

Intergroup Conflict and Organizational
Performance
Level of
Intergroup
Conflict

Probable
Impact on
Organization

Organization
Characterized by

Situation I

Low or none

Dysfunctional

- Slow adaptation to
environmental changes
- Few changes
- Little simulation of ideas

Low

Situation II

Optimal

Functional

- Positive movement towards

goals
- Innovation and change
- Search for problem
solutions

High

Situation III

High

Dysfunctional

- Disruption

Level of
Organizational
Performance

Low

- Interference with activities

- Coordination difficulties
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Stages of Conflict
Slide 1 of 2

Perceived Conflict
The first stage of the conflict process. Perceived
conflict exists when there is a cognitive
awareness on the part of at least one party that
events have occurred or that conditions exist
favorable to creating overt conflict.

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Stages of Conflict
Slide 2 of 2

Felt Conflict
The second stage of conflict which includes
emotional involvement. It is felt in the form of
anxiety, and/or hostility.

Manifest Conflict
The final stage in conflict. At this stage, the
conflicting parties are actively engaging in conflict
behavior, which is usually very apparent to
noninvolved parties.
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Exhibit 9.2: Types of Interdependence

Group
Group
A
A
Pooled
Group
Group
B
B
Sequential

Reciprocal

Group
Group
A
A

Group
Group
B
B
Group
Group
A
A

Group
Group
B
B

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What Causes Intergroup Conflict?

Slide 1 of 3

Work Interdependence
Pooled Interdependence
Requires no interaction among groups because each group,
in effect, performs separately.

Sequential Interdependence
Requires one group to complete its task before another
group can complete its task.

Reciprocal Interdependence
Requires the output of each group to serve as input to other
groups in the organization.
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What Causes Intergroup Conflict?

Slide 2 of 3

Goal Differences
Mutually Exclusive Goals
Groups with mutually exclusive goals can find themselves in
conflict.

Limited Resources
When limited resources must be allocated between groups,
mutual dependencies increase and any differences in goals
become apparent.

Different Time Horizons

The different time horizons needed by groups to achieve their
goals can be a source of conflict.

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What Causes Intergroup Conflict?

Slide 3 of 3

Perceptual Differences
Status Incongruency
Conflicts concerning the relative status of different
groups are common.

Inaccurate Perceptions
Often cause one group to develop stereotypes about
other groups.

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The Consequences of Dysfunctional

Intergroup Conflict
Changes within Groups

Changes between Groups

- Increased Group Cohesiveness

- Distorted Perceptions

- Emphasis on Loyalty

- Negative Stereotyping

- Rise in Autocratic Leadership

- Decreased Communication

- Focus on Activity

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Exhibit 9.3: Conflict Resolution Grid

High

Problem
Solving

Accommodating

External
Focus

Compromising

Low
Avoiding

Dominating

Low

High
Internal Focus

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Managing Intergroup Conflict

Through Stimulation
Techniques managers can use to increase conflict in
order to achieve functional consequences.
Bringing Outside
Individuals into the
Group

Stimulating
Competition

Making Use of
Programmed
Conflict

Altering the
Organizations
Structure
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Negotiations Defined
Negotiations may be viewed as a process in
which two or more parties attempt to reach
acceptable agreement in a situation
characterized by some level of disagreement.

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Four Elements of Negotiations

First Element

Second Element

Some degree or conflict

exists. This may be
perceived, felt, or
manifest.

There is some degree

of interdependence
between the parties.

Third Element

Fourth Element

The situation must be

conductive to
opportunistic
interaction.

There exists some

possibility of
agreement.

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Increasing Negotiation Effectiveness

Model for increasing negotiating effectiveness proposed by
Willem Mastenbroek
Obtaining Substantial
Results

Influencing the Balance of

Power

Promoting a Constructive
Climate

Obtaining Procedural
Flexibility

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Using Third-Party Negotiations

Slide 1 of 2

Mediation
Allowing a neutral third party to act as a
facilitator through the application of reasoning,
suggestion, and persuasion.

Arbitration
Is where the third party has the power
(authority) to impose an agreement.

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Using Third-Party Negotiations

Slide 2 of 2

Conciliation
Occurs where the third party is someone who is
trusted by both sides and services primarily as a
communication link between the disagreeing
parties.

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