CONFLICT AND NEGOTIATION

Working together isnt always easy

What should we know about dealing with conflict?

How can we negotiate successfully?

Conflict:
A process that begins when
one party perceives that
another party has
negatively affected or is
about to negatively affect
something which the first
party cares about.

Sources of Conflict

Sources of Conflict
Different Goals and Time Horizons

Different groups have differing goals and focus.

Overlapping Authority

Two or more managers claim authority for the

same activities which leads to conflict between
the managers and workers.

Sources of Conflict
Task Interdependencies

One member of a group or a group fails to finish a

task that another member or group depends on,
causing the waiting worker or group to fall
behind.

Different Evaluation or Reward Systems

A group is rewarded for achieving a goal, but

another interdependent group is rewarded for
achieving a goal that conflicts with the first
group.

Sources of Conflict
Scarce Resources

Managers can come into conflict over the

allocation of scare resources.

Status Inconsistencies

Some individuals and groups have a higher

organizational status than others, leading to
conflict with lower status groups.

Transitions in Conflict Thought

Causes:
Causes:
Poor
Poorcommunication
communication
Lack
Lackofofopenness
openness
Failure
Failuretotorespond
respondtotoemployee
employee
needs
needs

Views
ViewsConflict
Conflictmay
mayby
by
Fuctional
Fuctional
Dysfuctional
Dysfuctional

Dealing With Conflict

Types of Conflict

Types of Conflict

Types of Conflict
1.Interpersonal Conflict

Conflict between individuals due to differences

in their goals or values.

2.Intragroup Conflict

Conflict within a
group or team.

Types of Conflict
3.Intergroup Conflict

Conflict between two or more teams, groups or

departments.
Managers play a key role in resolution of this
conflict

4.Interorganizational Conflict

Conflict that arises across organizations.

The Conflict Process

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

Conflict
ConflictDefinition
Definition

Negative
NegativeEmotions
Emotions

Positive
PositiveFeelings
Feelings

Stage III: Intentions

Cooperativeness:
Cooperativeness:
Attempting
Attemptingto
tosatisfy
satisfy
the
theother
otherpartys
partys
concerns.
concerns.

Assertiveness:
Assertiveness:
Attempting
Attemptingto
tosatisfy
satisfy
ones
own
concerns.
ones own concerns.

Stage IV: Behavior

Conflict-Intensity Continuum

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 (contd)

Dysfunctional Outcomes from Conflict

Development of discontent
Reduced group effectiveness
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes group
goals

Dimensions of Conflict-Handling
Intentions

Conflict Management Styles

Sources of Conflict Five Conflict

Management Styles
1. Avoidance or withdrawal
-downplaying disagreement, withdrawing, staying neutral at all costs
2. Accommodation or smoothing
-giving in and smoothing over differences to maintain harmony
3. Competition or authoritative command
-trying to win in active competition, or using authority to win by force
4. Compromise
-bargaining for something acceptable so each party wins and loses
a bit
5. Collaboration or problem solving
-working through differences to solve problems so that everyone
gains

Conflict Management Styles

When to use conflict management styles
Collaboration and problem solving is preferred to gain true conflict resolution
when time and cost permit.
Avoidance may be used when an issue is trivial, when more important issues
are pressing, or when people need to cool down temporarily and regain
perspective.
Authoritative command may be used when quick and decisive action is vital or
when unpopular actions must be taken.
Accommodation may be used when issues are more important to others than to
yourself or when you want to build credits for use in later disagreements.
Compromise may be used to arrive at temporary settlements of complex issues
or to arrive at expedient solutions when time is limited.

Outcomes of Conflict
Lose-lose

no one achieves his or her true desires and the underlying

reasons for conflict remain unaffected.

Competition

uses force, superior skill, or domination to win a conflict.

Compromise

occurs when each party to the conflict gives up something of

value to the other.

Win-lose

one party achieves its desires and the other party does not.

Collaboration

involves working through conflict differences and solving

problems so everyone wins.

Win-win

the conflict is resolved to everyones benefit.

Conflict Resolution Techniques

Problem
Problemsolving
solving
Superordinate
Superordinategoals
goals
Expansion
Expansionof
ofresources
resources
Avoidance
Avoidance
Smoothing
Smoothing
Compromise
Compromise
Authoritative
Authoritativecommand
command
Altering
Alteringthe
thehuman
humanvariable
variable
Altering
Alteringthe
thestructural
structuralvariables
variables

Conflict Stimulation Techniques

Communication
Communication
Bringing
Bringingin
inoutsiders
outsiders
Restructuring
Restructuringthe
theorganization
organization
Appointing
Appointingaadevils
devilsadvocate
advocate

Conflict Management Strategies

Strategies Focused on The Whole Organization
Changing the structure of the
organization

Shifting from a functional

structure to a product structure as
the organization increases in size.

Increasing the levels of

integration in the organization

Using cross-functional teams to

resolve conflicts between
departments.

Changing the organizations

culture

Taking steps to change

dysfunctional norms and values to
reduce conflict and refocus the
organization on effective goals.

Altering the source of the

conflict

If conflict is due to overlapping

authority, managers can fix the
problem at the source.

Conflict Management Strategies

Strategies Focused on Individuals
Increasing awareness of the
source of conflict

Can conflict source can be found

and corrected?

Increasing diversity awareness

and skills

Older workers may resent younger

workers, or experience cultural
differences.

Practicing job rotation or

temporary assignments

Provides a good view of what

others face.

Using permanent transfers and

dismissals when necessary

Avoids problem interactions.

Conflict Management Strategies

Functional Conflict Resolution

Handling conflict by compromise or collaboration between

parties.
Compromise: each party is concerned about their goal
accomplishment and is willing to engage in give-and-take
exchange to reach a reasonable solution.
Collaboration: parties try to handle the conflict without
making concessions by coming up with a new way to
resolve their differences that leaves them both better off.
Managers also must address individual sources of conflict.

Model for diagnosis and management of conflict

Type of Conflict

Sources of Conflict

Management
Strategy
Role Definition

1.

Intra individual

2.

Interpersonal

Conflicting goals,
needs, motives
Disagreements
antagonism

3.

Inter-group

Power, Authority
Status

IPC Skills,TA,
Johari-Window,
Creative P S,
Assertive Behaviour
Participative Mgt.
Team Bldg.Training

4.

Organizational

Hierarchical Conflict
Functional conflict

Institutional Goal
setting

5.

Client Hospital

Quality of patient
care and
communication

Community Goal
Setting, Public
Relations

JOHARI WINDOW-A TOOL TO MANAGE

CONFLICT
Information known
to every one
What we know
and what they
know

What we know
and they do not
know

Share

Knowledge
belongs only
to Others

know and we
do not know

Feedbac
k

Knowledge
belongs only to
Self

What they

Knowledge
acquired by
learning together

What we do not
know and they
do not know

MOVING TOWARDS OPEN SELF

Type A

Type C

Dominant
Potential
Self

Dominant
Blind
Spot

Dominant
Private
Self

Dominant
Public
Self

Type B

Type D

The Effect of Conflict on Organization

Performance

Negotiation

Bargaining Strategies

Distributive versus Integrative Bargaining

Staking Out the Bargaining Zone

The
Negotiation
Process

Individual Differences in Negotiation

1.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.

2.Moods/Emotions
3.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.

Third-Party Negotiations

Types of third-party intervention

High

Mediation

Inquisition

Level of
process
control
Arbitration
Low

Level of outcome control

High

Types of third-party conflict resolution

1. Arbitration
third party makes a binding decision on the
conflicting partiese.g. labour arbitration
2. Inquisition
high process control and high decision control
3. Mediation
-manage the process and context of interaction
between the disputing parties

Why U.S. Managers Might Have Trouble in CrossCultural Negotiations

Conflict and Unit Performance

Conflict and Unit Performance

Conflicts in Group
Antagonistic interaction attempts to thwart the
intentions or goals of another.
Reasons of Conflicts

Scarce Resources
Communication breakdown
Personality clashes
Goal differences

Assertive

Conflict-Resolution Techniques
Forcing

Collaborating

Resolving conflicts by
satisfying ones own needs
at the expense of anothers

Rewarding conflict by seeking

an advantageous solution for
all parties

Assertiveness

Resolving conflict by each

party giving up something
of value

Unassertive

Compromising
Resolving conflicts by
placing anothers needs
and concerns above your
own

Resolving conflicts by
withdrawing from or
suppressing them

Avoiding

Accommodating

Uncooperative

Cooperative
Cooperativeness

Prentice Hall, 2002

15-53