Description
The report describes what is conflict and what are the different types of conflicts, what is the conflict process, various dimensions of conflict handling intentions.
Conflict and Negotiation
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.
• 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
Transitions in Conflict Thought Transitions in Conflict Thought
Traditional View of Conflict The belief that all conflict is harmful and must be avoided.
Causes: Causes: •• Poor communication Poor communication •• Lack of openness Lack of openness •• Failure to respond to Failure to respond to employee needs employee needs
Transitions in Conflict Thought (cont’d) Transitions in Conflict Thought (cont’d)
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.
Functional versus Dysfunctional Conflict Functional versus Dysfunctional Conflict
Functional Conflict Conflict that supports the goals of the group and improves its performance.
Dysfunctional Conflict Conflict that hinders group performance.
Types of Conflict Types of Conflict
Task Conflict Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how work gets done.
The Conflict Process The Conflict Process
E X H I B I T 14–1 E X H I B I T 14–1
Stage I: Potential Opposition or Incompatibility Stage I: Potential Opposition or 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 II: Cognition and Personalization Stage II: Cognition and Personalization
Perceived Conflict
Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Felt Conflict
Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
Conflict Definition Conflict Definition
Negative Emotions Negative Emotions
Positive Feelings Positive Feelings
Stage III: Intentions Stage III: Intentions
Intentions Decisions to act in a given way.
Cooperativeness: Cooperativeness: •• Attempting to satisfy the other party’s Attempting to satisfy the other party’s concerns. concerns. Assertiveness: Assertiveness: •• Attempting to satisfy one’s own concerns. Attempting to satisfy one’s own concerns.
Dimensions of Conflict-Handling Intentions Dimensions of Conflict-Handling 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 14–2 E X H I B I T 14–2
Stage III: Intentions (cont’d) Stage III: Intentions (cont’d)
Competing A desire to satisfy one’s 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 III: Intentions (cont’d) Stage III: Intentions (cont’d)
Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own. Compromising A situation in which each party to a conflict is willing to give up something.
Stage IV: Behavior Stage IV: Behavior
Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict.
Stage V: Outcomes Stage V: 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 V: Outcomes Stage V: Outcomes
Dysfunctional Outcomes from Conflict
– Development of discontent – Reduced group effectiveness – Retarded communication – Reduced group cohesiveness – Infighting among group members overcomes group goals
Conflict Management Techniques Conflict Management Techniques
Conflict Resolution Techniques Conflict Resolution Techniques •• Problem solving Problem solving •• Superordinate goals Superordinate goals •• Expansion of resources Expansion of resources •• Avoidance Avoidance •• Smoothing Smoothing •• Compromise Compromise •• Authoritative command Authoritative command •• Altering the human variable Altering the human variable •• Altering the structural variables Altering the structural variables
© 2005 Prentice Hall Inc. All rights reserved.
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
E X H I B I T 14–4 E X H I B I T 14–4 14–16
Conflict Management Techniques Conflict Management Techniques
Conflict Resolution Techniques Conflict Resolution Techniques •• Communication Communication •• Bringing in outsiders Bringing in outsiders •• Restructuring the organization Restructuring the organization •• Appointing a devil’s advocate Appointing a devil’s advocate
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
E X H I B I T 14–4 (cont’d) E X H I B I T 14–4 (cont’d) 14–17
© 2005 Prentice Hall Inc. All rights reserved.
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.
Bargaining Strategies Bargaining 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.
Distributive Versus Integrative Bargaining Distributive Versus Integrative Bargaining
Bargaining Characteristic Available resources Primary motivations Primary interests Focus of relationships Distributive Characteristic Fixed amount of resources to be divided I win, you lose Opposed to each other Short term Integrative Characteristic Variable amount of resources to be divided I win, you win Convergent or congruent with each other Long term
Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), p. 280.
E X H I B I T 14–5 E X H I B I T 14–5
The The Negotiation Negotiation Process Process
E X H I B I T 14–7 E X H I B I T 14–7
Third-Party Negotiations Third-Party Negotiations
Mediator A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. Arbitrator A third party to a negotiation who has the authority to dictate an agreement.
Third-Party Negotiations (cont’d) Third-Party Negotiations (cont’d)
Conciliator A trusted third party who provides an informal communication link between the negotiator and the opponent. Consultant An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis.
Conflict Conflict and Unit and Unit Performance Performance
E X H I B I T 14–9 E X H I B I T 14–9
Conflict-Resolution Grid Conflict-Resolution Grid
Accommodating or Smoothing HIGH Allowing other group to win EXTERNAL FOCUS Avoiding LOW Ignoring or steering clear of other group LOW INTERNAL FOCUS Problem Solving or Collaboration Working together to solve problems
Compromising Finding acceptable solution so everyone feels good
Dominating Working to dominate and control HIGH
© 2005 Prentice Hall Inc. All rights reserved.
14–25
doc_503315040.pdf
The report describes what is conflict and what are the different types of conflicts, what is the conflict process, various dimensions of conflict handling intentions.
Conflict and Negotiation
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.
• 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
Transitions in Conflict Thought Transitions in Conflict Thought
Traditional View of Conflict The belief that all conflict is harmful and must be avoided.
Causes: Causes: •• Poor communication Poor communication •• Lack of openness Lack of openness •• Failure to respond to Failure to respond to employee needs employee needs
Transitions in Conflict Thought (cont’d) Transitions in Conflict Thought (cont’d)
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.
Functional versus Dysfunctional Conflict Functional versus Dysfunctional Conflict
Functional Conflict Conflict that supports the goals of the group and improves its performance.
Dysfunctional Conflict Conflict that hinders group performance.
Types of Conflict Types of Conflict
Task Conflict Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how work gets done.
The Conflict Process The Conflict Process
E X H I B I T 14–1 E X H I B I T 14–1
Stage I: Potential Opposition or Incompatibility Stage I: Potential Opposition or 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 II: Cognition and Personalization Stage II: Cognition and Personalization
Perceived Conflict
Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
Felt Conflict
Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility.
Conflict Definition Conflict Definition
Negative Emotions Negative Emotions
Positive Feelings Positive Feelings
Stage III: Intentions Stage III: Intentions
Intentions Decisions to act in a given way.
Cooperativeness: Cooperativeness: •• Attempting to satisfy the other party’s Attempting to satisfy the other party’s concerns. concerns. Assertiveness: Assertiveness: •• Attempting to satisfy one’s own concerns. Attempting to satisfy one’s own concerns.
Dimensions of Conflict-Handling Intentions Dimensions of Conflict-Handling 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 14–2 E X H I B I T 14–2
Stage III: Intentions (cont’d) Stage III: Intentions (cont’d)
Competing A desire to satisfy one’s 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 III: Intentions (cont’d) Stage III: Intentions (cont’d)
Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own. Compromising A situation in which each party to a conflict is willing to give up something.
Stage IV: Behavior Stage IV: Behavior
Conflict Management The use of resolution and stimulation techniques to achieve the desired level of conflict.
Stage V: Outcomes Stage V: 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 V: Outcomes Stage V: Outcomes
Dysfunctional Outcomes from Conflict
– Development of discontent – Reduced group effectiveness – Retarded communication – Reduced group cohesiveness – Infighting among group members overcomes group goals
Conflict Management Techniques Conflict Management Techniques
Conflict Resolution Techniques Conflict Resolution Techniques •• Problem solving Problem solving •• Superordinate goals Superordinate goals •• Expansion of resources Expansion of resources •• Avoidance Avoidance •• Smoothing Smoothing •• Compromise Compromise •• Authoritative command Authoritative command •• Altering the human variable Altering the human variable •• Altering the structural variables Altering the structural variables
© 2005 Prentice Hall Inc. All rights reserved.
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
E X H I B I T 14–4 E X H I B I T 14–4 14–16
Conflict Management Techniques Conflict Management Techniques
Conflict Resolution Techniques Conflict Resolution Techniques •• Communication Communication •• Bringing in outsiders Bringing in outsiders •• Restructuring the organization Restructuring the organization •• Appointing a devil’s advocate Appointing a devil’s advocate
Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 59–89
E X H I B I T 14–4 (cont’d) E X H I B I T 14–4 (cont’d) 14–17
© 2005 Prentice Hall Inc. All rights reserved.
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.
Bargaining Strategies Bargaining 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.
Distributive Versus Integrative Bargaining Distributive Versus Integrative Bargaining
Bargaining Characteristic Available resources Primary motivations Primary interests Focus of relationships Distributive Characteristic Fixed amount of resources to be divided I win, you lose Opposed to each other Short term Integrative Characteristic Variable amount of resources to be divided I win, you win Convergent or congruent with each other Long term
Source: Based on R. J. Lewicki and J. A. Litterer, Negotiation (Homewood, IL: Irwin, 1985), p. 280.
E X H I B I T 14–5 E X H I B I T 14–5
The The Negotiation Negotiation Process Process
E X H I B I T 14–7 E X H I B I T 14–7
Third-Party Negotiations Third-Party Negotiations
Mediator A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. Arbitrator A third party to a negotiation who has the authority to dictate an agreement.
Third-Party Negotiations (cont’d) Third-Party Negotiations (cont’d)
Conciliator A trusted third party who provides an informal communication link between the negotiator and the opponent. Consultant An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis.
Conflict Conflict and Unit and Unit Performance Performance
E X H I B I T 14–9 E X H I B I T 14–9
Conflict-Resolution Grid Conflict-Resolution Grid
Accommodating or Smoothing HIGH Allowing other group to win EXTERNAL FOCUS Avoiding LOW Ignoring or steering clear of other group LOW INTERNAL FOCUS Problem Solving or Collaboration Working together to solve problems
Compromising Finding acceptable solution so everyone feels good
Dominating Working to dominate and control HIGH
© 2005 Prentice Hall Inc. All rights reserved.
14–25
doc_503315040.pdf