Conflict and

Negotiation

2007 Prentice Hall Inc. All rights reserved.

Conflict
Conflict
Conflict Defined
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.
Is that point in an ongoing activity when an interaction
crosses over to become an interparty conflict.

Encompasses a wide range of conflicts that

people experience in organizations
Incompatibility of goals
Differences over interpretations of facts
Disagreements based on behavioral expectations

Transitions
Transitions in
in Conflict
Conflict Thought
Thought
Traditional View of Conflict
The belief that all conflict is harmful and must
be avoided.

2007 Prentice Hall Inc. All rights reserved.

Transitions
Transitions in
in Conflict
Conflict Thought
Thought (contd)
(contd)
Human Relations View of Conflict
The belief that conflict is a natural and
inevitable outcome in any group.
Interactionist View of Conflict
The belief that conflict is not
only a positive force in a
group but that it is absolutely
necessary for a group to
perform effectively.

2007 Prentice Hall Inc. All rights reserved.

Functional
Functional versus
versus Dysfunctional
Dysfunctional Conflict
Conflict
(Positive)

Functional Conflict
Conflict that supports the
goals of the group and
improves its performance.

Dysfunctional Conflict
(Negative)

2007 Prentice Hall Inc. All rights reserved.

Conflict that hinders

group performance.

Types
Types of
of Conflict
Conflict
Task Conflict
Conflicts over content
and goals of the work.
Relationship Conflict
Conflict based on
interpersonal
relationships.
Process Conflict
Conflict over how work gets
done.
2007 Prentice Hall Inc. All rights reserved.

The
The Conflict
Conflict Process
Process

E X H I B I T 151
E X H I B I T 151
2007 Prentice Hall Inc. All rights reserved.

Stage
Stage I:I: Potential
Potential Opposition
Opposition or
or Incompatibility
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

Why
Why Conflict
Conflict Arises
Arises
Type A Personality

Vs.

Type B Personality

Type
Type A
A Personality
Personality

Highly Competitive
Strong Personality
Restless when inactive
Seeks Promotion Punctual
Thrives on deadlines
Maybe jobs at once

Type
Type B
B Personality
Personality
Works methodically
Rarely competitive
Enjoys leisure time
Does not anger easily
Does job well but doesnt
need recognition
Easy-going

Stage
Stage II:
II: Cognition
Cognition and
and Personalization
Personalization
Perceived Conflict

Felt Conflict

Awareness by one or
more parties of the
existence of conditions
that create opportunities
for conflict to arise.

Emotional involvement in
a conflict creating anxiety,
tenseness, frustration, or
hostility.

Stage
Stage III:
III: Intentions
Intentions
Intentions
Decisions to act in a given way.

Cooperativeness:
Cooperativeness:
Attempting
Attemptingto
tosatisfy
satisfythe
theother
otherpartys
partys
concerns.
concerns.
Assertiveness:
Assertiveness:
Attempting
Attemptingto
tosatisfy
satisfyones
onesown
ownconcerns.
concerns.

2007 Prentice Hall Inc. All rights reserved.

Dimensions
Dimensions of
of Conflict-Handling
Conflict-Handling Intentions
Intentions

Source: K. Thomas, Conflict and Negotiation Processes in Organizations, in M.D. Dunnette

and L.M. Hough (eds.), Handbook of Industrial and Organizational Psychology, 2nd ed., vol. 3
(Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.

2007 Prentice Hall Inc. All rights reserved.

E X H I B I T 15-2
E X H I B I T 15-2

Personal
Personal Styles
Styles of
of Dealing
Dealing with
with Conflict
Conflict
Turtle (Avoidance)

Teddy Bear (Accommodation)

Shark (Domination)

Fox (Compromise)

Owl (Integration)

15

Stage
Stage III:
III: Intentions
Intentions (contd)
(contd)
Competing
A desire to satisfy ones interests, regardless
of the impact on the other party to the
conflict.
Collaborating
A situation in which the parties to a conflict
each desire to satisfy fully the concerns of all
parties.
Avoiding
The desire to withdraw from or suppress a
conflict.
2007 Prentice Hall Inc. All rights reserved.

Stage
Stage III:
III: Intentions
Intentions (contd)
(contd)
Accommodating
The willingness of one party in a conflict to place
the opponents interests above his or her own.
Compromising
A situation in which each party to a
conflict is willing to give up something.

2007 Prentice Hall Inc. All rights reserved.

Stage
Stage IV:
IV: Behavior
Behavior
Conflict Management
The use of resolution and stimulation
techniques to achieve the desired level of
conflict.

Conflict-Intensity
Conflict-Intensity Continuum
Continuum

Conflict
Conflict Management
Management Techniques
Techniques
Conflict
ConflictResolution
ResolutionTechniques
Techniques
Problem
Problemsolving
solving
Superordinate
Superordinategoals
goals
Expansion
Expansionof
ofresources
resources
Avoidance
Avoidance
Compromise
Compromise
Authoritative
Authoritativecommand
command
Altering
Alteringthe
thehuman
humanvariable
variable
Altering
Alteringthe
thestructural
structuralvariables
variables

Conflict
Conflict Management
Management Techniques
Techniques
Conflict
ConflictResolution
ResolutionTechniques
Techniques
Communication
Communication
Bringing
Bringingin
inoutsiders
outsiders
Restructuring
Restructuringthe
theorganization
organization
Appointing
Appointingaadevils
devilsadvocate
advocate

Stage
Stage V:
V: Outcomes
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

2007 Prentice Hall Inc. All rights reserved.

Stage
Stage V:
V: Outcomes
Outcomes
Dysfunctional Outcomes from Conflict
Development of discontent
Reduced group effectiveness
Retarded communication
Reduced group cohesiveness
Infighting among group members overcomes
group goals

2007 Prentice Hall Inc. All rights reserved.

What
What are
are Dos
Dos and
and Donts
Donts for
for handling
handling aa conflict
conflict
situation
situation
Dos
Tackle conflict early, to avoid it escalating.
Think it through and plan how to deal with
conflict.
Refrain from offering your own opinion
before understanding the full picture.
Try to avoid instinctive reactions.
Stay assertive.

What
What are
are Dos
Dos and
and Donts
Donts for
for handling
handling aa
conflict
conflict situation
situation
Donts
Take it personally (unless it is personal);
conflict, it is a fact of life.
Avoid the issue and ignore the conflict.
Fight anger with anger.
Jump in without assessing and
understanding the problem.
Run away.
Handle conflict in public.