Conflict &

Negotiation

Learning
Learning Objectives
Objectives
Define conflict
Review the traditional, interactionist, and
human relations views of conflict
Contrast functional and dysfunctional
conflict
Outline the conflict process

Chapter 12

Learning
Learning Objectives.
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

What
What is
is Conflict?
Conflict?

What
What is
is conflict.
conflict.

Awareness
Opposition
Scarcity
Blockage
Incompatibility
Determined Action

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.

Transitions
Transitions in
in Conflict
Conflict Thought
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.

Functional
Functional versus
versus Dysfunctional
Dysfunctional Conflict
Conflict
Functional Conflict
Conflict that supports the
goals of the group and
improves its performance.

Dysfunctional Conflict
Conflict that hinders
group performance.

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

Types
Types of
of Conflicts
Conflicts

Relationship Conflict
Conflict based on interpersonal
relationships. These conflicts are almost
dysfunctional.

The
The Conflict
Conflict Process
Process

Stage
Stage I:I: Potential
Potential Opposition
Opposition or
or Incompatibility
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

Stage
Stage II:
II: Cognition
Cognition and
and Personalization
Personalization

Perceived Conflict

Felt Conflict

Awareness by one or
more parties of the
existence of conditions
that create opportunities
for conflict to arise.

Emotional involvement in
a conflict creating anxiety,
tenseness, frustration, or
hostility.

Stage
Stage III:
III: Intentions
Intentions
Intentions
Decisions to act in a given way.

Cooperativeness:
Cooperativeness:
Attempting
Attemptingto
tosatisfy
satisfythe
theother
otherpartys
partys
concerns.
concerns.
Assertiveness:
Assertiveness:
Attempting
Attemptingto
tosatisfy
satisfyones
onesown
ownconcerns.
concerns.

Dimensions
Dimensions of
of Conflict-Handling
Conflict-Handling Intentions
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
(Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.

E X H I B I T 142
E X H I B I T 142

Stage
Stage III:
III: Intentions
Intentions (contd)
(contd)
Competing
A desire to satisfy ones 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.

Stage
Stage III:
III: Intentions
Intentions (contd)
(contd)
Accommodating
The willingness of one party in a conflict to place
the opponents interests above his or her own.
Compromising
A situation in which each party to a
conflict is willing to give up something.

Stage
Stage IV:
IV: Behavior
Behavior
Conflict Management
The use of resolution and stimulation
techniques to achieve the desired level of
conflict.

Conflict-Intensity
Conflict-Intensity Continuum
Continuum

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 (dispute) and punish conflict
avoiders.

Stage
Stage V:
V: Outcomes
Outcomes
Dysfunctional Outcomes from Conflict
Development of discontent(dissatisfaction)
Reduced group effectiveness
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes
group goals

Why
Why Intergroup
Intergroup conflict
conflict occur.
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.

Conflict
Conflict Management
Management Techniques
Techniques

Conflict
ConflictResolution
ResolutionTechniques
Techniques
Problem
Problemsolving
solving
Superordinate
Superordinategoals
goals
Expansion
Expansionof
ofresources
resources
Smoothing
Smoothing
Authoritative
Authoritativecommand
command
Altering
Alteringthe
thehuman
humanvariable
variable
Altering
Alteringthe
thestructural
structuralvariables
variables

Conflict
Conflict Resolution
Resolution Techniques
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.
Altering the structural variables.
Change the formal organization structure.

Conflict
Conflict Resolution
Resolution Techniques
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.

n
n
o
o
i
i
t
t
a
a
i
i
t
t
o
o
g
g
e
e
N
N

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.

Bargaining
Bargaining Strategies
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.

The
The
Negotiation
Negotiation
Process
Process

Issues
Issues in
in Negotiation
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.
Womens attitudes toward negotiation and their
success as negotiators are less favorable than
mens.