Conflict and negotiation

Conflict and negotiation - Conflict and negotiation...

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Conflict and negotiation Conflict: it is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affects something that the first party cares about. E.g. – incompatibility of goals, differences in interpretation of facts, disagreement based on behavioral expectations. Transitions of conflict thought 1) The Traditional View: The belief that all conflict is harmful and must be avoided. It’s the early approach to conflict that all of it is bad. Conflict was used synonymously with violence, destruction, and irrationality Prevailed in the 1930’s-40’s Conflict was seen as a dysfunctional outcome resulting from o Poor communication o A lack of openness and trust b/w people o Failure of managers to be responsive to the needs and aspiration of employees 2) The Human Relations View: The belief that conflict is natural and inevitable outcome in any group Acceptance of conflict: it cannot be eliminated There are times when conflicts may benefit a group’s performance 1940’s-70’s 3) The Interactionist View: The belief that conflict is not only a positive force in a group but that it is also an absolute necessity for a group to perform effectively. Encourages conflict- as without conflict group tends to be static, apathetic and non responsive to changes and innovation Major contribution is that it encourages group leaders to maintain a minimum level of conflict so that it helps them – keep the group viable, self critical and creative Does not propose that all conflict is good
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Functional conflict- these are conflicts which support the goals of the group and help increase the group’s performance Dysfunctional conflict- conflicts which hinder the group’s performance (destructive) Types of conflicts (three types) : what differentiates functional and dysfunctional? o Task conflict: relates to the content and the goals of the work Low to moderate levels of task conflicts are functional: helps the group perform better as it initiates discussion about ideas o Relationship conflict: focuses on interpersonal relationships These are almost always dysfunctional as the friction and interpersonal hostility increases personality conflict and almost always hinders the group’s performance and hinders task completion o Process conflict: relates to how the work gets done Low levels of process conflicts are functional: must be kept low The Conflict Process: process with 5 stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior and outcomes. Diagram (from book) pg 506 Stage I: Potential Opposition or Incompatibility 1 st step: presence of conditions that create opportunities for conflict to arise Need not lead directly to conflict, but one of them is necessary for conflict to surface
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The 3 general categories for conflicts to arise are: o Communication o Structure o Personal variables
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Conflict and negotiation - Conflict and negotiation...

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