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Conflict and Negotiation

Conflict is inevitable in workplaces and can disrupt productivity if not managed properly. There are two types of conflict: constructive conflict which can benefit an organization through new ideas and improved relationships, and destructive conflict which decreases productivity. Conflict can occur between individuals, groups, or organizations. Sources of conflict include structural factors like specialization and goal differences, as well as personal factors like skills, personalities, and emotions. The negotiation process involves preparing, defining ground rules, clarifying issues, bargaining, and implementing agreements or alternatives.

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Eddie Calzadora
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140 views4 pages

Conflict and Negotiation

Conflict is inevitable in workplaces and can disrupt productivity if not managed properly. There are two types of conflict: constructive conflict which can benefit an organization through new ideas and improved relationships, and destructive conflict which decreases productivity. Conflict can occur between individuals, groups, or organizations. Sources of conflict include structural factors like specialization and goal differences, as well as personal factors like skills, personalities, and emotions. The negotiation process involves preparing, defining ground rules, clarifying issues, bargaining, and implementing agreements or alternatives.

Uploaded by

Eddie Calzadora
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOC, PDF, TXT or read online on Scribd
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CONFLICT AND NEGOTIATION

Reporter: Eddie R. Calzadora


EdAd 113- Administrative Management in Education

Conflict in the workplace is inevitable, and when it happens, there is always that
great tendency for it to disrupt the flow of productive activities in the organization.
As conflicts cannot be disregarded, efforts should ne exerted to manage them.

Nature of Conflict

Conflict in organizations may be defined as “any situation in which incompatible


goals, attitudes, emotions or behaviors lead to disagreement or opposition between two
or more parties” (Nelson and Quick).

Kinds of Conflict

A. Constructive Conflict is a healthy, constructive disagreement between two or


more people. It can benefit the organization by means of the following:

1. The production of new ideas, learning, and growth among individuals;


2. People engaged in constructive conflict develop a better awareness of themselves
and others;
3. Working relationships are improved when two parties work through their
disagreement;
4. Morale is improved when tensions are released and problems solved in working
together;
5. Constructive conflict can lead to innovation and positive change for the
organization; and
6. Increased productivity may be expected.

B. Destructive Conflict is an unhealthy, destructive disagreement between two or


more people. It decreases work productivity and job satisfaction and contribute to
absenteeism and job turnover.

Levels of Conflict

1. Intrapersonal conflict is that kind of conflict that a person faces internally, as


when an individual experiences frustration, anxiety and stress.

a. Approach-Approach conflict which occurs when an individual must choose


between two positive and equally attractive alternatives.
b. Avoidance-Avoidance conflict which occurs when an individual must choose
between two negative or equally unattractive alternatives.
c. Approach-Avoidance conflict which occurs when a person must decide to do
something that has positive and negative consequences.
2. Interpersonal Conflict is that type of conflict that occurs between two or more
individuals who are in opposition to one another.

a. Substantive Conflict which occur when there is fundamental disagreement


over end goals to be pursued and the means for their accomplishment.
b. Emotional conflict involves interpersonal difficulties that arise over feelings
of anger, mistrust, dislike, fear, resentment, and the like.
c. Substantive and emotional conflict (combination of the two types)

3. Intergroup Conflict a type which occurs among groups in an organization


4. Inter-organizational Conflict a type which occurs between organizations.

Sources of Conflict (Schermerhorn)

A. Structural Factors which refers to the nature of the organization and the way in
which work is organized.

1. Specialization
2. Interdependence
3. Common Resources
4. Goal Differences
5. Authority Relationships
6. Status Inconsistencies
7. Jurisdictional Ambiguities

B. Personal factors

1. Skills and abilities


2. Personalities (the aggressor, the passive aggressor, the chronic absentee, the
negative person, the chatterbox, the do-nothing person, the unreliable person,
the time-waster, and the resentful person)
3. Perceptions
4. Values and Ethics
5. Emotions
6. Communication Barriers

Stages of Conflict

1. Antecedent Conditions
2. Perceived and Felt Conflicts
3. Manifest Conflict
4. Conflict Resolution or Suppression
Conflict Resolution occurs when the reasons for the conflict are eliminated.

a. Problem Solving
b. Super-ordinate Goals
c. Expansion of Resources
d. Smoothing
e. Compromise
f. Altering the structural variables

Suppression is a superficial and temporary form of resolving conflicts. When


conflict is suppressed, it may continue to fester and cause future conflict over similar
issues.

a. Avoidance (pretending to be unaware that conflict exists; refusal to deal with


conflict by stalling and repeatedly postponing action)
b. Authoritative Command

5. Conflict Aftermath - Unresolved conflicts can result in sustained emotional


discomfort and escalate into dysfunctional emotional conflict between
individuals. When conflict is resolved, it may establish conditions that reduce the
potentials for future conflicts, and if they so occur, it will be easier to deal them.

Negotiation

Negotiation may be defined as “a process in which two or more parties attempt


to reach an acceptable agreement in a situation characterized by some level of
disagreement” (Ivancevich and Matteson)

Major Negotiating Approaches

1. Distributive Bargaining is an approach wherein the goals of the parties are in


conflict, and each party seeks to maximize its share of the resources. This win-
lose approach is really a process of dividing or “distributing” scarce resource.

2. Integrative Negotiation is an approach in which the goals of the parties are not
regarded as mutually exclusive and in which the focus is o making it possible for
both sides to achieve their objectives.
The Negotiation Process

The negotiation process consists of five steps:

1. Preparation and Planning


a. The nature of the conflict
b. The history leading up to this negotiation
c. Who are involved and what are their perceptions of the conflict
d. What his party wants from the negotiation
e. What his group is prepared to accept
f. That the other party wants from the negotiation
g. What intangible or hidden interests may be important to them
h. What the other party is prepared to accept
i. What negotiation strategy may be adapted

2. Definition of ground rules


a. Who will do the negotiating
b. Where will the negotiation take place
c. What time constraints, if any, will apply
d. To what issues will negotiation be limited
e. What specific procedures must be followed if an impasse is reached

3. Clarification and justification


4. Bargaining and problem solving
5. Closure and implementation

Major negotiations usually require formal contracts. Otherwise, a handshake


would indicate closure of the negotiation.

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