Chapter 14

Chapter 14 - Chapter 14 Chapter 14 Conflict and Negotiation...

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Chapter 14 01:08 Chapter 14: Conflict and Negotiation Conflict –  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 Traditional view of conflict –  the belief that all conflict is harmful and must be avoided Interactionist view –  the belief that conflict is not only a positive force in a group but  also an absolute necessity for a group to perform effectively Managed conflict view –  instead of encouraging good or discouraging bad conflict, it’s  more important to resolve naturally occurring conflicts productively 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 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 Difference over interpretations of facts Disagreements based on behavioral expectations The Traditional View of Conflict All conflict is bad and needs to be avoided Need to direct attention to causes of conflict and correct the problems to improve  performance The Interactionist View
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Encourages conflict on the grounds that a harmonious, peaceful cooperative group is  prone to becoming static, apathetic  Functional conflict –  conflict that supports the goals of the group and improves its  performance Dysfunctional conflict –  conflict that hinders group performance Task conflict  – conflict over content and goals of the work Relationship conflict  – conflict based on interpersonal relationships Process conflict  – conflict over how work gets done Relationship conflict is almost always bad, low levels of task and process are productive Interactionist Conflict Functional conflict Conflict that supports the goals of the group and improves its performance Dysfunctional conflict Conflict that hinders group performance Types of Interactionist Conflict Task conflict Conflicts over content and goals of the work Low to moderate levels of this are FUNCTIONAL Relationship conflict Conflict based on interpersonal relationships Almost always DYSFUNCTIONAL Process Conflict Conflict over how work gets done Low levels of this type are FUNCTIONAL
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Resolution focused view of conflict Tasks can never be separated into certain categories, as they are usually mixed Feelings tend to linger even after conflict is gone Conflicts produce stress Reduction in trust and cooperation The Conflict Process
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This note was uploaded on 10/05/2011 for the course COMM 200 taught by Professor Sereno during the Fall '07 term at USC.

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Chapter 14 - Chapter 14 Chapter 14 Conflict and Negotiation...

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