Chapter 14 Conflict Negotiation Question What is conflict

Chapter 14: Conflict & Negotiation Question: What is conflict? Answer: 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.

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

Functional vs. Dysfunctional Conflict Ø Functional = supports the goals of the group and improves its performance Ø 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

Dimensions of Conflict-Handling Intentions

Negotiation Ø Negotiation is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them. Ø Bargaining strategies Distributive bargaining (resources are FIXED – a “win – lose” situation) Integrative bargaining (one or more settlements that can create a “win-win situation)

Distributive versus Integrative Bargaining

The Negotiation Process Ø Preparation and planning • BATNA = Best Alternatives To a Negotiated Agreement Ø Ø Definition of ground rules Clarification and justification Bargaining and problem solving Closure and implementation

Issues in Negotiation Ø Ø Personality Traits Gender Differences Cultural Differences Third-Party Negotiations Mediators Arbitrators Conciliators Consultants

Summary and Implications for Managers Ø Conflict can be either constructive or destructive to the functioning of a group. Ø An optimal level of conflict: prevents stagnation, stimulates creativity, releases tension and initiates the seeds for change Ø Inadequate or excessive levels of conflict can hinder group effectiveness. Ø Don’t assume there's one conflict-handling intention that is always best. Ø Use competition when quick, decisive action is vital Ø Use collaboration to find an integrative solution Ø Use avoidance when an issue is trivial Ø Use accommodation when you find you’re wrong Ø Use compromise when goals are important

Conflict and Unit Performance