Conflict and Negotiation

CONFLICT AND
NEGOTIATION
IN THE WORKPLACE
THE CONFLICT
PROCESS
CONFLICT
The process in which one party
perceives that its interests are being
opposed or negatively affected by
another party.
When describing an incident involving conflict, we are usually
referring to the observable part of conflict—the angry words,
shouting matches, and actions that symbolize opposition.
As Exhibit 13.1 illustrates, the conflict process begins with the sources of conflict.
Incompatible goals, different values, and other conditions lead one or both parties to
perceive that conflict exists.
THE CONFLICT PROCESS
•1. Conflict Perceptions and Emotions
At some point the sources of conflict lead one
or both parties to perceive that conflict exists. They
become aware that one party’s statements and
actions are incompatible with their own goals.
These perceptions usually interact with emotions
experienced about the conflict.
2. Manifest Conflict
Conflict perceptions and emotions usually manifest
themselves in the decisions and overt behaviors of one
party toward the other. These conflict episodes may
range from subtle nonverbal behaviors to warlike
aggression. Particularly when people experience high
levels of conflict emotions, they have difficulty finding
words and expressions that communicate effectively
without further irritating the relationship.
3. Conflict Outcomes
Employees are often distracted from their work by
internal feuds and, in some cases, engage in dysfunctional
behaviors such as withholding valuable knowledge and
other resources. Ongoing conflict also increases stress and
turnover while reducing organizational commitment and job
satisfaction.people normally associate conflict management
with reducing or removing conflict increasing the level of
constructive conflict (also known as task-related conflict ).
CONFLICT MANAGEMENT
• constructive conflict (also known as task-related
conflict ).
• socioemotional conflict
A negative outcome that occurs when differences are viewed as
personal attacks rather than attempts to resolve an issue.
three strategies that might reduce the level of socioemotional
conflict during constructive conflict episodes.
• Emotional intelligence. Emotionally intelligent employees are better able to

regulate their emotions during debate, which reduces the risk of escalating
perceptions of interpersonal hostility.
• Cohesive team. The longer people work together, get to know each other, and
develop mutual trust, the more latitude they give to each other to show emotions
without being personally offended.
• Supportive team norms. When team norms encourage openness, for instance,
team members learn to appreciate honest dialogue without personally reacting to any
emotional display during the disagreements.
Sources of Conflict in Organizations
The six main conditions that cause conflict in organizational settings
1.Incompatible Goals.
Goal incompatibility occurs when personal or
work goals seem to interfere with another
person’s or department’s goals.
2. Differentiation
conflict is often caused by different values and
beliefs due to unique backgrounds, experiences, or
training, cultural diversity
The six main conditions that cause conflict
in organizational settings
3. Task Interdependence
team members must share common inputs to their
individual tasks, need to interact in the process of executing
their work, or receive outcomes (such as rewards) that are partly
determined by the performance of others. The higher the level of
task interdependence, the greater the risk of conflict because
there is a greater chance that each side will disrupt or interfere
with the other side’s goals.
The six main conditions that cause conflict
in organizational settings
4. Scarce Resources
generates conflict because each person or
unit that requires the same resource necessarily
undermines others who also need that resource to
fulfill their goals.
5. Ambiguous rules—or the complete lack of

rules—breed conflict.
This occurs because uncertainty increases the risk that one party
intends to interfere with the other party’s goals. Ambiguity also
encourages political tactics, and in some cases employees enter a free-for-
all battle to win decisions in their favor. This explains why conflict is
more common during mergers and acquisitions. Employees from both
companies have conflicting practices and values, and few rules have
developed to minimize the maneuvering for power and resources.
•
The six main conditions that cause conflict in
organizational settings
6. Communication Problems.
Conflict often occurs due to the lack of opportunity,
ability, or motivation to communicate effectively. With limited
communication, people rely more on stereotypes to fill in
missing information. They also tend to misunderstand each
other’s verbal and nonverbal signals, further escalating the
conflict
Interpersonal Conflict Management Styles
• WIN–WIN ORIENTATION
The belief that conflicting parties will find a mutually beneficial solution
to their disagreement.
• WIN–LOSE ORIENTATION
The belief that conflicting parties are drawing from a fixed pie, so the
more one party receives, the less the other party will receive.
Structural Approaches to Conflict Management
• SUPERORDINATE GOALS
Common objectives held by conflicting parties that are more important
than their conflicting departmental or individual goals.
• REDUCING DIFFERENTIATION
The more employees think they have common backgrounds or experiences
with co-workers, the more motivated they are to coordinate their activities and
resolve conflict through constructive discussion with those co-workers. One
way to increase this commonality is by creating common experiences rotating
staff across different departments.
• IMPROVING COMMUNICATION AND UNDERSTANDING
more opportunities to communicate and understand each other and
the more meaningful interaction we have with someone, the less we rely on
to understand that person.
resolving differences through direct communication with the opposing party is a distinctly
Western strategy
As noted earlier, people in high collectivism cultures prefer an avoidance conflict management
style because it is the most consistent with harmony and saving face.
• REDUCING TASK INTERDEPENDENCE

rather than having one employee serve customers and another operate the cash register,
each employee could handle both customer activities alone.
• INCREASING RESOURCES
Costs involved carefully compare these costs with the costs of dysfunctional conflict arising
out of resource scarcity.
• RESOLVING CONFLICT THROUGH NEGOTIATION
NEGOTIATION two or more conflicting parties attempt to resolve their divergent goals by
redefining the terms of their interdependence.
• SITUATIONAL INFLUENCES ON NEGOTIATIONS
Four of the most important situational factors are location, physical setting, time,
and audience.
• LOCATION. It is easier to negotiate on your own turf because you are familiar
with the negotiating environment and are able to maintain comfortable routines.
• PHYSICAL SETTING. The physical distance between the parties and the
formality of the setting can influence their orientation toward each other and the
disputed issues.
• TIME PASSAGE AND DEADLINES. The more time people invest in
negotiations, the stronger their commitment becomes to reaching an agreement.
• AUDIENCE CHARACTERISTICS. Most negotiators have audiences—anyone
with a vested interest in the negotiation outcomes, such as executives, other team
members, or the general public.
NEGOTIATOR BEHAVIORS
Negotiator behaviors play an important role in resolving conflict. Four of the most important
behaviors are setting goals, gathering information, communicating effectively, and making
concessions.
• PREPARATION AND GOAL SETTING. Research consistently reports that people have
more favorable negotiation results when they prepare for the negotiation and set goals.
• GATHERING INFORMATION. “Seek to understand before you seek to be understood.”
This popular philosophy from management guru Stephen Covey applies to effective
negotiations.
• COMMUNICATING EFFECTIVELY. Effective negotiators communicate in a way that
maintains effective relationships between the parties.
• MAKING CONCESSIONS. Concessions are important because they (1) enable the parties to
move toward the area of potential agreement, (2) symbolize each party’s motivation to bargain
in good faith, and (3) tell the other party the relative importance of the negotiating items
Third-Party Conflict Resolution
Is any attempt by a relatively neutral person to help the parties resolve their
differences.
• Arbitration. Arbitrators have high control over the
final decision but low control over the process.
• Inquisition. Inquisitors control all discussion about
the conflict.
• Mediation. Mediators have high control over the
intervention process. The main purpose is to manage
the process and context of interaction between the
disputing parties.

Conflict and Negotiation

Uploaded by

Copyright:

Available Formats

Conflict and Negotiation

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Conflict and Negotiation

Uploaded by

Copyright:

Available Formats

CONFLICT AND

• Emotional intelligence. Emotionally intelligent employees are better able to

5. Ambiguous rules—or the complete lack of

• REDUCING TASK INTERDEPENDENCE

You might also like