Chapter 8

Conflict and Negotiation

Conflict
A conflict is a struggle, clash or an
opposition..Conflict in the workplace
is inevitable and how it happens
there is always that great tendency
for it to disrupt the flow of productive
activities in the organization.
As conflict cannot be disregarded,
efforts should be exerted to manage
them.
Levels of Conflict
Conflict can occur at different levels which consist
of the following:
1. Intrapersonal - Intrapersonal conflict is that
kind of conflict that a person faces internally
as when an individual experiences personal
frustration, anxiety and stress.
2. Interpersonal – A type of conflict that occurs
between two or more individuals who are in
opposition to one another.
3. Intergroup- Conflict that occurs among
groups in an organization. It is quite
common and it can make coordination and
integration of task activities very difficult.
4. Interorganizational – It is most commonly
referred to the competition and rivalry
among firms operating in the same markets.
Sources of Organizational
Conflict
The sources of organizational conflict can be
classified into two main
categories: structural factors, which relate to
the nature of the organization and the way in
which work is organized; and personal
factors, which relate to differences between
organizational members.
Structural Factors
1. Specialization
Employees tend to become either experts at a particular job
task or to obtain a general knowledge of many tasks. When
the majority of employees in an organization are specialists,
conflicts may arise because some workers have little
knowledge of one another's job responsibilities. 
2. Common Resources
In many work situations, we are obliged to share resources:
The scarcer the resource the greater the potential for conflict. 
3. Goal Differences
Sometimes groups or departments in the organization have
different and incompatible goals, increasing the chances of
employees experiencing conflict. 
4. Interdependence
Sometimes one employee must depend on another to
complete a task. When workers are in an interdependent
situation, it is easy to blame a co-worker when something
goes wrong. 
5. Authority Relationships
Often, there is underlying tension between managers and
employees. This is because most people do not like being told
what to do. Managers who are overly strict are frequently in
conflict with their employees – hence, the growing popularity
of team approaches and empowerment strategies.
6. Status Differences
In many organizations, managers are granted privileges
denied to other employees.
7. Jurisdictional Ambiguities
Jurisdictional ambiguities occur when the lines of
responsibility in an organization are uncertain. When it is
unclear who does what, employees have a tendency to pass
unwanted tasks onto the next person.
8. Roles and Expectations
A role refers to the behaviors and activities expected of an
employee. Every employee plays one or more roles within the
organization. Manager–subordinate conflict can result when
the subordinate's role is not clearly defined and each party has
a different understanding of that role.
Personal Factors
1. Skills and Abilities
Usually, the members of a department or work team have
different levels of skills and abilities. Conflict can result
when an experienced employee must work with a novice
who has good theoretical knowledge but few practical
skills.
2. Personality Conflicts
Personality conflicts are a reality in any group setting,
including the workplace. There always seems to be at least
one co-worker who is difficult to get along with.
3. Perceptions
Much organizational conflict stems from the fact that
employees and managers have different perceptions of
situations.
4. Diversity
Across the world, organizational workforce is
becoming increasingly heterogeneous.
Differences in age, cultural background, ethics,
and values can be a source of conflict among
employees.
5. Personal Problems
When we bring our personal problems to work,
our performance tends to suffer, and we may
clash with co-workers who are obliged to "pick
up the slack."
Conflict Resolution
Conflict resolution occurs when the reasons for the
conflict are eliminated. There are various techniques
used in resolving conflicts. These are the following:
A. Problem Solving- This is a face to face meeting of the
conflicting parties for the purpose of identifying the
problem and resolving it through open discussion.
B. Superordinate goals- in this technique, a shared goal
that cannot be attained without the cooperation of
each of the conflicting parties is created.
C. Smoothing- This is the technique where differences
are played down while emphasizing common
interests between the conflicting parties
Conflict Aftermath
What happens after the conflict may be regarded
as either positive or negative development.
Unresolved conflicts can result in sustained
emotional discomfort and escalate into
dysfunctional emotional conflict between
individuals. When a conflict is resolved, however,
it may establish conditions that reduce the
potential for future conflicts and if they so occur,
it will be easier to deal with them.
 Negotiation
When a conflict is already in existence,
negotiation may seem to be the best
strategy. This maybe so especially in
complex conflicts.
Negotiation maybe defined as a process in
which two or more parties attempt to reach
an acceptable agreement in a situation
characterized by some level of
disagreement.
 The Negotiation Process

1. Preparation and planning

2. Definition of ground rules
3. Clarification and justification
4. Bargaining and problem solving
5. Closure and implementation
1. Preparation and Planning
In this first step, the person assigned to negotiate for a certain
party should determine the following
a. Nature of conflict
b. History leading up to this negotiation
c. Who are involved
d. Is the other party is willing to negotiate

2. Definition of Ground Rules

The next step is to define the ground rules and procedures with
the other party over the negotiation itself. Concerns like, who will
do the negotiating, where will the negotiation take place and time
constraints must be cleared.
3. Clarification and Justification
In this step , the parties may need to
explain and justify the original
demands of each other. This step must
be regarded as an opportunity for
educating and informing each other
on the issues , indicating their
importance and each of the party
arrived at their initial demands.

4. Bargaining and Problem

Solving
In this , the parties will make an
attempt to reach an agreement
through give and take action like the
offering and acceptance of
concessions.
5. Closure and implementation
This final step involves formalizing
the agreement that has been
worked out and developing any
procedures that are necessary for
implementation and monitoring.