The document discusses conflict, negotiation, and managing conflict in groups. It defines conflict as occurring when one party perceives another has negatively affected something they care about. Sources of conflict include different goals, authority issues, task dependencies, and scarce resources. When dealing with conflict, parties can use avoidance, accommodation, competition, compromise, or collaboration. Effective negotiation involves understanding bargaining strategies and integrating interests rather than taking positional stances. Managing conflict in groups requires addressing sources of conflict through techniques like role definition, interpersonal skills training, and participative management.

1. CONFLICT AND NEGOTIATION
“Working together isn’t always easy”
• What should we know about dealing with
conflict?
• How can we negotiate successfully?

2. Conflict:
A process that begins when one
party perceives that another party
has negatively affected or is about
to negatively affect something
which the first party cares about.

3. Sources of Conflict

4. Sources of Conflict
Different Goals and Time Horizons
● Different groups have differing goals and focus.
Overlapping Authority
● Two or more managers claim authority for the
same activities which leads to conflict between
the managers and workers.

5. Sources of Conflict
Task Interdependencies
● One member of a group or a group fails to
finish a task that another member or group
depends on, causing the waiting worker or
group to fall behind.
Different Evaluation or Reward Systems
● A group is rewarded for achieving a goal,
but another interdependent group is
rewarded for achieving a goal that conflicts

6. Sources of Conflict
Scarce Resources
● Managers can come into conflict over the
allocation of scare resources.
Status Inconsistencies
● Some individuals and groups have a higher
organizational status than others, leading to
conflict with lower status groups.

7. Transitions in Conflict Thought
Causes:
• Poor communication
• Lack of openness
• Failure to respond to
employee needs
Views Conflict may by
Fuctional
Dysfuctional

9. Dealing With Conflict

10. Types of Conflict

11. Types of Conflict

12. Types of Conflict
1.Interpersonal Conflict
● Conflict between individuals due to differences
in their goals or values.
2.Intragroup Conflict
● Conflict within a
group or team.

13. Types of Conflict
3.Intergroup Conflict
● Conflict between two or more teams, groups or
departments.
● Managers play a key role in resolution of this
conflict
4.Interorganizational Conflict
● Conflict that arises across organizations.

14. The Conflict Process

15. Stage I: Potential Opposition or
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 (win­lose)
● Dependence/interdependence of groups
● Personal Variables
● Differing individual value systems
● Personality types

16. Stage II: Cognition and Personalization
Positive FeelingsNegative Emotions
Conflict Definition

17. Stage III: Intentions
Cooperativeness:
• Attempting to satisfy
the other party’s
concerns.
Assertiveness:
• Attempting to satisfy
one’s own concerns.

18. Stage IV: Behavior

19. Conflict­Intensity Continuum

20. Stage V: 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 problem­solving
● Creation of an environment for self­evaluation and
change
● Creating Functional Conflict
● Reward dissent and punish conflict avoiders

21. Stage V: Outcomes (cont’d)
● Dysfunctional Outcomes from Conflict
● Development of discontent
● Reduced group effectiveness
● Retarded communication
● Reduced group cohesiveness
● Infighting among group members overcomes group
goals

22. Dimensions of Conflict­Handling
Intentions

25. Conflict Management Styles

26. Sources of Conflict Five Conflict
Management Styles
1. Avoidance or withdrawal
­downplaying disagreement, withdrawing, staying neutral at all
costs
2. Accommodation or smoothing
­giving in and smoothing over differences to maintain harmony
3. Competition or authoritative command
­trying to win in active competition, or using authority to win by
force
4. Compromise
­bargaining for something “acceptable” so each party wins and
loses a bit
5. Collaboration or problem solving
­working through differences to solve problems so that
everyone gains

27. Conflict Management Styles
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

28. Outcomes of Conflict
Lose­lose
● no one achieves his or her true desires and the underlying
reasons for conflict remain unaffected.
Competition
● uses force, superior skill, or domination to win a conflict.
Compromise
● occurs when each party to the conflict gives up something of
value to the other.
Win­lose
● one party achieves its desires and the other party does not.
Collaboration
● involves working through conflict differences and solving
problems so everyone wins.
Win­win
● the conflict is resolved to everyone’s benefit.

29. Conflict Resolution Techniques
• Problem solving
• Superordinate goals
• Expansion of resources
• Avoidance
• Smoothing
• Compromise
• Authoritative command
• Altering the human variable
• Altering the structural variables

30. Conflict Stimulation Techniques
• Communication
• Bringing in outsiders
• Restructuring the organization
• Appointing a devil’s advocate

31. Conflict Management Strategies

32. Conflict Management Strategies

33. Conflict Management Strategies
Functional Conflict Resolution
● Handling conflict by compromise or collaboration between
parties.
● Compromise: each party is concerned about their goal
accomplishment and is willing to engage in give­and­
take exchange to reach a reasonable solution.
● Collaboration: parties try to handle the conflict without
making concessions by coming up with a new way to
resolve their differences that leaves them both better off.
● Managers also must address individual sources of conflict.

34.
Type of Conflict Sources of
Conflict
Management
Strategy
1. Intra individual Conflicting goals,
needs, motives
Role Definition
2. Interpersonal Disagreements
antagonism
IPC Skills,TA,
Johari-Window,
Creative P S,
Assertive
Behaviour3. Inter-group Power, Authority
Status
Participative Mgt.
Team Bldg.
Training
4. Organizational Hierarchical
Conflict
Functional
conflict
Institutional Goal
setting
5. Client Hospital Quality of patient
care and
communication
Community Goal
Setting, Public
Relations
Model for diagnosis and management of
conflict

35. JOHARI WINDOW­A TOOL TO MANAGE
CONFLICT
Information
known to every
one
Share
Feedba
ck
Knowledge
belongs
only to
Others
Knowledge
belongs only
to Self
Knowledge
acquired by
learning
together
What we
know and
what they
know
What we
know and
they do not
know
What they
know and
we do not
know
What we do
not know and
they do not
know

36. MOVING TOWARDS OPEN SELF

37. What Shape is Your Window?
Type
A
Domina
nt
Potentia
l
Self
Type
BDomin
ant
Private
Self
Domin
ant
Blind
Spot
Type
C
Domin
ant
Public
Self
Type
D

38. The Effect of Conflict on Organization
Performance

39. Negotiation

40. Bargaining Strategies

41. Distributive versus Integrative Bargaining

42. Staking Out the Bargaining Zone

43. The
Negotiation
Process

44. Individual Differences in Negotiation
1.The Role of Personality Traits in Negotiation
● Traits do not appear to have a significantly direct effect on
the outcomes of either bargaining or negotiating
processes.
2.Moods/Emotions
3.Gender Differences in Negotiations
● Women negotiate no differently from men, although men
apparently negotiate slightly better outcomes.
● Men and women with similar power bases use the same
negotiating styles.
● Women’s attitudes toward negotiation and their success
as negotiators are less favorable than men’s.

45. Third­Party Negotiations

46. Types of third­party intervention
Mediation
Arbitration
Inquisition
Level of
process
control
Level of outcome control
High
Hi
gh
Lo
w

47. Types of third­party conflict resolution
1. Arbitration
– third party makes a binding decision on the
conflicting parties—e.g. labour arbitration
2. Inquisition
– high process control and high decision control
3. Mediation
­manage the process and context of interaction
between the disputing parties

48. Why U.S. Managers Might Have Trouble in Cross­
Cultural Negotiations

49. Conflict and Unit Performance

50. Conflict and Unit Performance

52. Conflicts in Group
Antagonistic interaction attempts to thwart the
intentions or goals of another.
Reasons of Conflicts
❑ Scarce Resources
❑ Communication breakdown
❑ Personality clashes
❑ Goal differences

53. Conflict­Resolution Techniques
Uncooperative Cooperative
Cooperativeness
Assertiveness
UnassertiveAssertive Forcin
gResolving conflicts by
satisfying one’s own
needs
at the expense of
another’s
Avoidin
g
Resolving
conflicts by
withdrawing from
or
suppressing them
Collaboratin
gRewarding conflict by
seeking
an advantageous solution
for
all parties
Compromisin
g
Resolving conflict by
each
party giving up
something
of value
Accommodatin
g
Resolving conflicts by
placing another’s
needs
and concerns above
your
own
© Prentice Hall, 15­53