Conflict And Negotiation
“Working together isn’t always easy”
- What should we know about dealing with conflict?
- How can we negotiate successfully?
Dealing With Conflict
- Conflicts can occur over substantive or emotional issues.
- Conflicts can be both functional and dysfunctional.
- Organizations have many sources of potential conflict.
- People use different interpersonal conflict management styles.
- Managers can use structural approaches to deal with conflicts in organizations.
la disagreement over issues of substance and/or an emotional antagonism.
disagreement over goals, resources, rewards, policies, procedures, and job assignments.
results from feelings of anger, distrust, dislike, fear, and resentment, as well as relationship problems.
stimulates us toward greater work efforts, more creativity in problem solving, and even to cooperate more with others.
Is destructive and hurts task performance
Sources of Conflict Five Conflict Management Styles
- Avoidance or withdrawal
- downplaying disagreement, withdrawing, staying neutral at all costs
- Accommodation or smoothing
- giving in and smoothing over differences to maintain harmony
- Competition or authoritative command
- trying to win in active competition, or using authority to win by force
- bargaining for something “acceptable” so each party wins and loses a bit
- Collaboration or problem solving
- working through differences to solve problems so that everyone gains
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
- no one achieves his or her true desires and the underlying reasons for conflict remain unaffected.
- uses force, superior skill, or domination to win a conflict.
- occurs when each party to the conflict gives up something of value to the other.
- one party achieves its desires and the other party does not.
- involves working through conflict differences and solving problems so everyone wins.
- the conflict is resolved to everyone’s benefit.
- Negotiation is a process of reaching agreement.
- Negotiation can be approached in distributive or integrative ways.
- Integrative agreements require commitment, trust, and information.
- Successful negotiation should meet high ethical standards.
- Negotiators should guard against common negotiation pitfalls.
- Mediation and arbitration are forms of third-party negotiations.
the process of making joint decisions when the parties involved have alternative preferences
focus on outcomes.
focus on people’s relationships and interpersonal processes.
focuses on win-lose claims made by each party for certain preferred outcomes.
luses a win-win orientation to reach solutions acceptable to each party.
lFour Criteria of Effective Negotiation
getting a “wise” agreement satisfactory to all sides
being efficient, using minimum resources and time
acting to strengthen rather than weaken relationships
gaining real commitments to live up to agreements
lThird Party Negotiation
a neutral party tries to help conflicting parties improve communication to resolve their dispute.
a neutral third party issues a binding decision to resolve a dispute