Chapter 3 Conflict CONFLICT MANAGEMENT A Practical Guide

Chapter 3 Conflict CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Conflict Management Instructor: Erlan Bakiev, Ph. D. CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Chapter 3 Conflict n n n Conflict may be real or imagined. Incompatibility is necessary for conflict to exist. Incompatibility may be real or imagined. Interdependence is necessary for conflict to exist. Interdependence may be real or imagined. CONFLICT IS EVERYWHERE CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Conflict Approach One’s approach may be positive or negative. n One’s approach affects perceptions, strategy, and results. n CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Schools of Thought Traditional view: Conflict should be avoided; because it is bad. n Human relations view: Conflict is natural; and, it is sometimes good and sometimes bad. n Interactionist view: Conflict is inevitable; and, it is necessary for healthy development. n CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Conflict serves a communication function. n Conflict may aid in consensus and integration. n Conflict may create disintegration and destruction. n CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Chaos and Complexity Theory Systems—dyads, triads, groups, organizations—maintain an invisible order. n Systems sustain themselves—optimal or not. n System intervention can create desired level or order. n System intervention can create positive conflict and results. n CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Systems Theory The whole is greater than the sum of its parts. n The systems contains subsystems. n The system and its subsystems dynamically interact with each other and with the external environment. n Systems theory is the study of parts, elements, relationships, and processes. n CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Systems Thinking Look for parts, roles, and relationships. n Analyze processes. n Examine how the system sustains itself. n Diagnose system conflict as constructive or not. n Use sociograms or other depictions. n CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Conflict Strategies n Manage n Use n Resolve Through Negotiation CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Managing conflict is using it for positive, constructive outcomes. n Resolving conflict is getting rid of it. n Avoiding conflict is doing nothing—at the moment. n CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

n Avoiding conflict may be managing it! § If the conflict is constructive, letting it function may be a sound strategy. If the time for intervention is wrong, temporarily avoiding may be a sound strategy. § CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Three Basic Choices n Try to change the other person. n Try to change the situation. n Change yourself. CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette PRENTICE HALL © 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458