Chapter 14: Conflict & NegotiationChapter 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 ThoughtTransitions in Conflict Thought

The traditional view

All conflict is harmful and must be avoided The human relations view

Conflict is natural and inevitable in any group so accept it

The interactionist view

It is a positive force and absolutely necessary for a group to perform effectively

Functional vs. Dysfunctional ConflictFunctional vs. Dysfunctional Conflict

Functional = supports the goals of the group and improves its performance

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 ProcessThe Conflict Process

Dimensions of Conflict-Handling IntentionsDimensions of Conflict-Handling Intentions

NegotiationNegotiation

Negotiation is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them.

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 BargainingDistributive versus Integrative Bargaining

The Negotiation ProcessThe Negotiation Process

Preparation and planning• BATNA

= Best Alternatives To a Negotiated Agreement

Definition of ground rules Clarification and justification Bargaining and problem solving Closure and implementation

Issues in NegotiationIssues in Negotiation

Personality Traits Gender Differences Cultural Differences Third-Party Negotiations

Mediators

Arbitrators

Conciliators

Consultants

Summary and Implications for ManagersSummary and Implications for Managers

Conflict can be either constructive or destructive to the functioning of a group.

An optimal level of conflict: prevents stagnation, stimulates creativity, releases tension and initiates the seeds for change

Inadequate or excessive levels of conflict can hinder group effectiveness.

Don’t assume there's one conflict-handling intention that is always best.

Use competition when quick, decisive action is vital Use collaboration to find an integrative solution Use avoidance when an issue is trivial Use accommodation when you find you’re wrong Use compromise when goals are important

Conflict and Unit PerformanceConflict and Unit Performance