Organizational Conflict and Negotiation

GROUP PRESENTATIONS
NOVEMBER 5TH
Please Note!
You will be graded on the following

• Evidence of Research, Understanding of the Concepts and
organizational application
• Any member of the group can answer questions posed by the
class, so all group members should read and be present.
10marks
OUTLINE
Conflict Defined
The process in which one

party perceives that its
interests are being opposed
or negatively affected by
another party
Is Conflict Good or Bad?:
Emerging View
Two types of conflict
1. Constructive conflict –
Conflict is aimed at issue, not parties
2. Relationship conflict –
Conflict is aimed at undermining the
other party
3. INTRAPERSONAL CONFLICT
The Conflict Process
Is Conflict Good or Bad?: Pre 1970s View
Historically, experts viewed

conflict as dysfunctional
– Undermined relations
– Wasted human energy
– More job dissatisfaction,
turnover, stress
– Less productivity,
information sharing
Is Conflict Good or Bad?: 1970s- 1990s View
1970s to 1990s – belief in an

optimal level of conflict
Some level of conflict is good
because:
– Energizes debate
– Reexamine assumptions
– Improves responsiveness to
external environment
– Increases team cohesion
Is Conflict Good or Bad?:
Emerging View
Goal: encourage
constructive conflict,
minimize relationship
conflict
• Problem: difficult to
separate constructive from
relationship conflict
– Drive to defend activated
when ideas are critiqued
Structural Sources of Conflict
Conflict Management Strategies
• Dual concern theory:

•Dual concern theory considers how one’s degree of cooperativeness
(the degree to which one tries to satisfy the other person’s concerns)
and assertiveness (the degree to which one tries to satisfy one’s own
concerns) determine how a conflict is handled.
CONFLICT HANDLING STYLES
Assertive Competing Collaborating
Assertiveness
(Desire to satisfy Compromising
one’s own concerns)
Unassertive Avoiding Accommodating
Uncooperative Cooperative
SOURCE: K. W. Thomas, “Conflict and Cooperativeness

Conflict Management,” in M. D.
Dunnette, Handbook of Industrial and
(Desire to satisfy another’s concerns)
Organizational Psychology, (Chicago:
Rand McNally, 1976), 900. Used with
permission of M. D. Dunnette.
5 conflict-handling strategies identified by the theory
FORCING PROBLEM SOLVING
AVOIDING
YIELDING COMPROMISING
Forcing Avoiding Problem solving
➔In emergencies ➔When an issue is trivial ➔To merge different perspectives
➔On important but unpopular issues ➔When your concerns won’t be met ➔To gain commitment through a
consensus
➔On vital issues when you know you ➔When potential disruption outweighs
are right the ➔To mend a relationship
➔Against people who take advantage benefits of resolution
of non-
➔To let people cool down and regain
competitive behavior perspective
Choosing Strategies to Deal With Conflicts

YIELDING COMPROMISING
➔When you find you are wrong When goals are important but not worth
more assertive approaches
➔To show your reasonableness
➔When opponents are committed to
➔When issues are more important mutually exclusive goals
to others
➔To achieve temporary settlements to
than yourself complex issues
➔To build social credits for later
issues
Resolving Personality Conflicts
Misunderstandings
Communicate directly with the
based on age, race, or
other person to
cultural
resolve the perceived conflict
differences Perceived inequities (emphasize problem
solving and common objectives,
not personalities).
Intolerance, prejudice,
Misunderstandings,
discrimination, or
rumors, or falsehoods
bigotry
about an
individual or group Avoid dragging co-
workers into the
conflict.
Blaming for mistakes or
mishaps (finger-
pointing) Avoid dragging co-
workers into the conflict.
Managers whose Employees have
Personality Conflicts
If appropriate,
Investigate take corrective
and action (e.g.,
document feedback or
conflict. behavior
shaping).
Refer difficult conflicts to

human resource specialists
If necessary, attempt
or hired counsellors for
informal dispute resolution.
formal resolution attempts
and other interventions.
Negotiation
Issues are items that are specifically placed on the
bargaining table for discussion. For example,
salary
• Positions are the individual’s stand on the issues. The

salary an employee hopes to receive is ones position.
• Finally, interests are the underlying concerns that are

affected by the negotiation resolution. For instance,
the reason that you might want a six-figure salary is
that you are trying to buy a house and that is your
only hope of being able to make mortgage payments.
Bargaining Strategies
Distributive bargaining is a Integrative bargaining operates

negotiating strategy that operates under the assumption that there
under zero-sum (win-lose) exist one or more settlements that
conditions. That is, any gain I can create a win-win solution.
make is at your expense, and vice It bonds negotiators and allows
versa both sides to leave the bargaining
Distributive bargaining, leaves one table feeling that they have
party a loser. achieved a victory.
How to Negotiate
Negotiations are made up of five steps:
developing a strategy
defining ground rules;
clarification and justification
bargaining and problem solving
closure and implementation.

Tips for Getting to Yes
Below are four principles for win-win negotiations
• Separate the people from the problem.
• Focus on interests, not positions.
• Look for ways to achieve mutual gains.
• Use objective criteria to achieve a fair solution.

Choosing the Best 3rd Party Strategy
Managers prefer Mediation potentially

inquisitional strategy, offers highest Use arbitration when
but not usually best satisfaction with mediation fails
approach process and outcomes

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GROUP PRESENTATIONS

You will be graded on the following

The process in which one

Historically, experts viewed

1970s to 1990s – belief in an

• Dual concern theory:

Unassertive Avoiding Accommodating

SOURCE: K. W. Thomas, “Conflict and Cooperativeness

FORCING PROBLEM SOLVING

Choosing Strategies to Deal With Conflicts

Refer difficult conflicts to

• Positions are the individual’s stand on the issues. The

• Finally, interests are the underlying concerns that are

Distributive bargaining is a Integrative bargaining operates

defining ground rules;

clarification and justification

bargaining and problem solving

closure and implementation.

• Separate the people from the problem.

• Focus on interests, not positions.

• Look for ways to achieve mutual gains.

• Use objective criteria to achieve a fair solution.

Managers prefer Mediation potentially

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