CHAPTER 6

CONFLICT
AND
NEGOTIATION
 LEARNING OBJECTIVES

Interpret • Define conflict in organization

• Differentiate the transition in
conflict in conflict thought
organizatio • Outline the five stages in
conflict process
n
 Define 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.
• Is that point in an ongoing activity when an
interaction “crosses over” to become an
interparty conflict.

Encompasses a wide range of conflicts

that people experience in
organizations
• Incompatibility of goals
• Differences over interpretations of facts
• Disagreements based on behavioral expectations
diana Jun 2015
 TRANSITIONS IN CONFLICT THOUGHT
Traditional View of Conflict
• The belief that all conflict is harmful and must be avoided
• Causes
• Poor communication
• Lack of openness
• Failure to respond to employee needs

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 in a group
but that it is absolutely necessary for a group to perform
effectively
 Types
Types of
of Conflict
Conflict

• Conflicts over content and

Task Conflict goals of the work

Relationship • Conflict based on

Conflict interpersonal relationships

Process • Conflict over how work

Conflict gets done
Types
Types of
of Conflict
Conflict
The
The Conflict
Conflict Process
Process

E X H I B I T 14–1
E X H I B I T 14–1
Stage
Stage I:I: Potential
Potential Opposition
Opposition or
or Incompatibility
Incompatibility

• Semantic difficulties,
Communicatio misunderstandings, and
n “noise”

• Size and specialization of jobs

• Jurisdictional clarity/ambiguity
• Member/goal incompatibility
Structure • Leadership styles (close or participative)
• Reward systems (win-lose)
• Dependence/interdependence of groups

Personal • Differing individual value systems

Variables • Personality types
 Stage
Stage II:
II: Cognition
Cognition and
and Personalization
Personalization
Perceived Conflict Felt Conflict
Awareness by one or Emotional involvement in
more parties of the a conflict creating anxiety,
existence of conditions tenseness, frustration, or
that create opportunities hostility
for conflict to arise

Conflict
ConflictDefinition
Definition

Negative
NegativeEmotions
Emotions Positive
PositiveFeelings
Feelings
Stage
Stage III:
III: Intentions
Intentions
Decisions to act in a given way- niat untuk menangani konflik

Cooperativeness
Cooperativeness
•• Attempting
Attemptingtotosatisfy
satisfythe
theother
otherparty’s
party’sconcerns
concerns
Assertiveness
Assertiveness
•• Attempting
Attemptingtotosatisfy
satisfyone’s
one’sown
ownconcerns
concerns
Dimensions
Dimensions of
of Conflict-Handling
Conflict-Handling Intentions
Intentions
 Stage
Stage III:
III: Intentions
Intentions

• A desire to satisfy one’s interests, regardless of

Competing the impact on the other party to the conflict

• A situation in which the parties to a conflict each

Collaborating desire to satisfy fully the concerns of all parties

• The desire to withdraw from or suppress a

Avoiding conflict

• The willingness of one party in a conflict to

Accommodating place the opponent’s interests above his or her
own

• A situation in which each party to a conflict is

Compromising willing to give up something
 Stage
Stage IV:
IV: Behavior
Behavior

At this stage, behavior is assumed as elements that can be noticed. It

involves expression, action and reaction by the conflicting parties.

This conflict behavior is usually an overt attempt to implement each

party’s intentions.

Conflict Management

The use of resolution and stimulation techniques to achieve the

desired level of conflict
 Conflict
Conflict Management
Management Techniques
Techniques

Conflict
ConflictResolution
ResolutionTechniques
Techniques
••Communication
Communication
••Bringing
Bringingininoutsiders
outsiders
••Restructuring
Restructuringthetheorganization
organization
••Appointing
Appointingaacompany’s
company’sadvocate
advocate

Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional

Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
Stage
Stage V:
V: Outcomes
Outcomes

An effect of behavior , i.e the

reaction which often occurs
between conflicting parties.

These effect are usually of the

functional type that can increase a
group’s or an organization ‘s
performance as compared to the
dysfunctional types that can
reduce performance.
 Stage
Stage V:
V: Outcomes
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
 Stage
Stage V:
V: Outcomes
Outcomes
• Development of discontent
• Reduced group
effectiveness
• Retarded communication
Dysfun • Reduced group
ctional cohesiveness
• Infighting among group
Outcom members overcomes group
es from goals

Conflict
Cause
Cause of
of Conflict
Conflict