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Chapter 14: Conflict & Negotiation

Conflict is a process that begins when one party perceives that another party has negatively affected, or will negatively affect, something that is cared about. There are different views on conflict: the traditional view sees it as harmful, the human relations view sees it as natural and inevitable, and the interactionist view sees it as positive and necessary for group performance. Functional conflict supports group goals and performance, while dysfunctional conflict hinders it. Negotiation is a process where parties attempt to agree on an exchange rate for goods or services through bargaining strategies like distributive or integrative bargaining. The negotiation process involves preparation, defining rules, bargaining, and closure.

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44 views11 pages

Chapter 14: Conflict & Negotiation

Conflict is a process that begins when one party perceives that another party has negatively affected, or will negatively affect, something that is cared about. There are different views on conflict: the traditional view sees it as harmful, the human relations view sees it as natural and inevitable, and the interactionist view sees it as positive and necessary for group performance. Functional conflict supports group goals and performance, while dysfunctional conflict hinders it. Negotiation is a process where parties attempt to agree on an exchange rate for goods or services through bargaining strategies like distributive or integrative bargaining. The negotiation process involves preparation, defining rules, bargaining, and closure.

Uploaded by

maryam9559
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 PPTX, PDF, TXT or read online on Scribd
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Chapter

Chapter 14:
14: Conflict
Conflict && Negotiation
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
Transitions in
in Conflict
Conflict Thought
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
Functional vs.
vs. Dysfunctional
Dysfunctional Conflict
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
The Conflict
Conflict Process
Process
Dimensions
Dimensions of
of Conflict-Handling
Conflict-Handling Intentions
Intentions
Negotiation
Negotiation

 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
Distributive versus
versus Integrative
Integrative Bargaining
Bargaining
The
TheNegotiation
NegotiationProcess
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
Issuesin
inNegotiation
Negotiation

 Personality Traits
 Gender Differences
 Cultural Differences
 Third-Party Negotiations
Mediators
Arbitrators
Conciliators
Consultants
Summary
Summary and
and Implications
Implications for
for Managers
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
Conflict and
and Unit
Unit Performance
Performance

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