Chapter 14: Conflict and Negotiation

 
What are you responsible to learn?

 Define conflict
 Differentiate between the traditional, human relations, and interactionist views of
conflict
 Contrast task, relationship, and process conflict
 Outline the conflict process
 Describe the five conflict-handling intentions
 Contrast distributive and integrative bargaining
 Identify the five steps in the negotiation process
 Describe cultural differences in negotiations

What is conflict?

 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.
 This definition is broad and flexible

Transitions in Conflict Thought

 The traditional view

 All conflict is harmful and must be avoided
 The human relations view
 Conflict is natural and inevitable in any group –accept it
 The interactionist view
 It is a positive force and absolutely necessary for a group to perform effectively

Functional vs. Dysfunctional Conflict

 

 Functional = supports the goals of the group and improves its performance
 Dysfunctional = hinders group performance
 Task conflict = occur over content and goals of the group
 Relationship conflict = interpersonal relationships
 Process conflict = how work gets done

The conflict process

         Stage 1: Potential opposition or incompatibility (communication, structure,

personal variables)

         Stage 2: Cognition & Personalization (perceived conflict, felt conflict)

         Stage 3: Intentions (competing, collaborating, avoiding, accommodating,

compromising)

         Stage 4: Behavior (Party “A’s” behavior & Party “B’s reaction)

         Stage 5: Outcomes (increased or decreased group performance)

Negotiation

 Negotiation is a process in which two or more parties exchange goods or

services and attempt to agree upon the exchange rate for them

Bargaining strategies

 Distributive bargaining (resources are FIXED – a “win – lose” situation)

 Integrative bargaining (one or more settlements that can create a “win-win
situation)

The Negotiation Process

  

 Preparation and planning

 BATNA (Best Alternatives To a Negotiated Agreement)
 Definition of ground rules
 Clarification and justification
 Bargaining and problem solving
 Closure and implementation

Issues in Negotiation

 Personality Traits
 Gender Differences
 Cultural Differences
 Third-Party Negotiations

Mediators

Arbitrators

Conciliators

Consultants

Summary and Implications for Managers

n     Conflict can be either constructive or destructive to the functioning of a group.

n     An optimal level of conflict:

–     prevents stagnation

–     stimulates creativity

–     releases tension

–     and initiates the seeds for change

n     Inadequate or excessive levels of conflict can hinder group effectiveness.

n     Don’t assume there's one conflict-handling intention that is always best.

–     Use competition when quick, decisive action is vital

–     Use collaboration to find an integrative solution

–     Use avoidance when an issue is trivial

–     Use accommodation when you find you’re wrong

–     Use compromise when goals are important

n     Negotiation is an ongoing activity in groups