MANAGING CONFLICTS OF INTEREST

1. MANAGING CONFLICTS OF INTEREST Joining Together: Group Theory and Group Skills 11th Edition David W. Johnson Frank P. Johnson

2. Chapter Nine: Objectives • Understand That Groups Need To Have A Conflict Positive Orientation • Understand Nature Of Conflict Of Interests And Positive Resolutions • Understand In A Conflict There Are Two Concerns: Achieving Goals, Maintaining Relationships • Understand The Five Strategies For Managing Conflicts • Understand How To Control The Occurrence Of Conflicts • Understand The Nature Of Negotiations And The Two Types • Understand The Steps Of Integrative Negotiations • Understand How Intergroup Conflict May Be Resolved Through Superordinate Goals, Decategorizing, Recategorization Into A Common Identity • Understand Contact Theory • Refine Skills In Resolving Conflicts Constructively

3. Conflict Positive Group • Conflict Positive Group: Conflicts Are Encouraged And Managed Constructively To Enhance Group Effectiveness. Focus On Problem Solving. • Conflict Negative Group: Conflicts Are Denied, Suppressed, And Avoided And Managed Destructively. Focus On Winning.

4. What Is Conflict? • Dictionary: A Disagreement, Dispute, Quarrel, Struggle, Fight, Battle • Deutsch: • Whenever Incompatibility Activities Occur; • Activities Are Incompatible When They Prevent, Block, Interfere With The Occurrence Of Each Other

5. Conflict Of Interests • Want: Desire For Something • Need: Universal Necessity For Survival • Goal: Desired Ideal State Of Future Affairs • Interests: Potential Benefits To Be Gained By Achieving Goals • Conflict Of Interests: Actions Taken By Person A To Achieve Goals Prevent, Block, Or Interfere With Actions Taken By Person B To Achieve Goals

6. Constructive Resolution Of Conflicts • Agreement That Maximizes Joint Outcomes And Is In All Participants’ Best Interests • Relationship Is Improved • Ability To Resolve Future Conflicts Improved

7. Aggression • Aggression: Physical Or Verbal Behavior Intended To Injure Another • Direct: Behavior Aimed At Hurting Another Person To His Or Her Face • Indirect: Behavior Aimed At Hurting Another Without Obvious Face-To-Face Conflict • Emotional: Hurtful Behavior Stemming From Out-Of-Control Anger • Instrumental: Hurting Another To Achieve A Goal • Displaced: Hurtful Behavior Toward A Person Who Is Not The Causal Agent Of The Provocation • Vicarious: Hurtful Behavior Toward Outgroup Members For Provocation That Had No Personal Consequences But Harmed Fellow Ingroup Member • Frustration-Aggression: Frustration From Failure To Achieve Goals Results In Readiness To Respond In Aggressive Ways

8. In Conflicts There Are Two Concerns: • Your Goals Unimportant 1 – 2 – 3 – 4 – 5 Important • Your Relationship With The Other Person(s) Unimportant 1 – 2 – 3 – 4 – 5 Important

9. Strategies Diagram

10. Five Basic Strategies • Problem-Solving Negotiations • Smoothing • Compromise • Forcing • Withdrawal

11. Considerations For Using Strategies • To Be Competent In Managing Conflicts, You Must Be Able To Engage In All Five Strategies • Some Strategies May Be Enacted Alone, Others Require The Participation Of The Other Disputant • The Strategies Tend To Be Incompatible • Certain Strategies May Deteriorate Into Other Strategies • Whether Problem Solving Or Forcing Is Used Depends On Your Perception Of The Future Of The Relationship • Shadow Of Future Looms Largest When Interactions Are Durable And Frequent

12. Rules For Conflict Strategies Do Not Withdraw Or Ignore Do Not “Win” Assess For Smoothing Compromise When Time Is Short Engage In Problem-Solving Negotiations Use Your Sense Of Humor

13. Controlling Occurrence Of Conflict • Circumstances: • Barriers To Engaging In The Conflict: • Internal: Attitudes, Values, Habit Patterns • External: Tasks, Group Norms, Public Pressure, Physical Separation • Events That Trigger The Conflict • Entry State: Person’s Ability To Deal Constructively With Conflict • Level Of Self-Awareness • Ability To Control Behavior • Communication Skills • Negotiation Skills

14. Negotiations • Process By Which Persons Who Have Shared And Opposed Interests And Want To Come To An Agreement Try To Decide On A Settlement • Win-Lose (Distributive): Each Negotiator Has The Goal Of Reaching An Agreement More Favorable To Oneself Than To The Other Negotiator • Competitive Context • Short-Term Self-Interest • Problem-Solving (Integrative): Each Negotiation Has The Goal Of Reaching An Agreement That Benefits Everyone Involved • Cooperative Context • Long-Term Mutual Interest

15. Important Points About Negotiations • Interdependence In Negotiations: • Participation: It Takes Two To Negotiate • Outcome: It Takes Two To Agree • Information: Depend On Other For Information • Dilemma Of Trust: Believe Or Not Believe • Dilemma Of Honesty: Tell Truth Or Not • Mixed Motive Situation: Both Cooperative And Competitive Elements • Attend To Both Primary And Secondary Gains • Contractual Norms • Norm Of Reciprocity: Reciprocate Other’s Actions • Norm Of Equity: Benefits & Costs Should Be Equal • Time Dimensions: Beginning, Middle, End (Tactics Differ) • Goal Dilemma: Propose Agreement Favorable To Oneself But Not So One-Sided Other Refuses To Agree

16. Distributive Negotiations • Goal Is To Maximize Own Outcomes And Minimize Other’s Outcomes • Trigger Conflict At Time Advantageous For You • Make An Extreme Opening Offer • Compromise Slowly To Create Tough Image, Influence Other’s Expectations • Use Threats, Promises, Take Preemptive Action, Be Persuasive, Commit To Unalterable Position • Be Willing To Walk Away With No Agreement

17. Integrative Negotiations • Goal Is To Maximize Joint Benefits, Reach Agreement That Benefits All Participants • One-Step Negotiations: • Assess Own Interests • Assess Other’s Interests • Whoever Has Most Important Interests At Stake Gets His Or Her Way • Procedure: • Explain What You Want • Describe How You Feel • Explain Your Reasons For Your Wants & Feelings • Reverse Perspectives, Summarize Other’s Wants, Feelings, Reasons • Invent Three Or More Optional Agreements That Maximize Joint Outcomes • Choose Agreement That Seems Wisest

18. Integrative Negotiation Procedure 1 • Explain What You Want: • Describe What You Want • Listening To Other’s Wants • Describe Other’s Actions • Define Conflict As Mutual Problem • Define Conflict As Being Small & Specific • Describe Your Feelings • Many Conflicts Cannot Be Resolved Unless Feelings Are Recognized And Dealt With • Builds Close Relationships • Feelings Affect Perceptions, Judgments, Motivations

19. Integrative Negotiations Procedure 2 • Exchange Reasons For Positions • Express Cooperative Intentions • Present Your Reasons, Listen To Other’s Reasons • Focus On Wants And Interests, Not Positions • Differentiate Before Integrating • Empower The Other Person • Stay Flexible • Coordinate Motivation To Negotiate In Good Faith • Understand Other’s Perspective • Each Person Has Unique Perspective • Perspective Determines & Organizes Perceptions • Person Has Different Perspectives At Different Times • A Message Is Interpreted Differently From Different Perspectives • Misunderstandings Result When One Assumes Others Share One’s Perspective

20. Integrative Negotiations Procedure 3 • Invent Options For Mutual Gain • Avoiding Obstacles • Invent Creative Options • Reach Wise Agreement • Be Fair And Meet Legitimate Goals Of Participants • Specify Responsibilities And Rights Of Everyone Involved: • How Each Person Will Act Differently In Future • How Agreement Will Be Reviewed And Renegotiated If Necessary • Improve Relationship Among Participants • Strengthen Participants Ability To Resolve Future Conflicts • Based On Principals Justified By Objective Criteria

21. I Want I Feel My Reasons Are My Understanding Of You Is Three Plans Are Let’s Choose Plan B. Shake. I Want I Feel My Reasons Are My Understanding Of You Is Three Plans Are Let’s Choose Plan B. Shake. Negotiating Steps

22. Intergroup Conflict • Muzafer Sherif, Robber’s Cave Studies: Conflict Resolution Strategies • Participate In Pleasant Situations • Establishment Of Common Enemy • Superordinate Goals: Compelling Goals That One Group Cannot Achieve Alone • Robert Blake & Jane Mouton: • Before Negotiations • During Negotiations • After Negotiations • Win-Lose Dynamic • Psychodynamic Fallacy • Self-Fulfilling Prophecy

23. Distinction Between “Us” And “Them” • Intergroup Competition • Ingroup-Outgroup Bias: We Have More Favorable Views Of Groups To Which We Belong • Social Identity And Social Categorization Theories • Decategorization: Personalizing Interaction • Recategorization: Building A Common Ingroup Identity

24. Contact Theory • Cooperative (As Opposed To Competitive And Individualistic) Efforts • Personal (As Opposed To Impersonal) One-On-One (As Opposed To Group) Interactions • Support (As Opposed To Opposition) From Social Norms And Authorities For Contact • Equal (As Opposed To Unequal) Status

25. Additional Conditions • Salience Of Social Categories. Salience May Be Reduced By: • Making Shared Categories Relevant • Equal Representation Of Groups • Common Identity • Intergroup Friendship

26. Problems With Contact Theory • Proliferation Of Required Conditions Makes Theory Meaningless • Lack Of Specificity Of How Contact Results In Positive Relationships (Social Judgment Theory Addresses This Issue) • Individual-To-Individual (Not Group-To-Group) Focus

27. Mediation • 1. Mediation Exists When An Impartial Third Party Assists Two Or More People In Negotiating A Constructive Resolution To Their Conflict. • 2. Arbitration: Binding Settlement Of A Conflict Determined By A Disinterested Third Party

28. Major Points • Groups Need To Have A Conflict Positive Orientation • In A Conflict Of Interests There Are Two Concerns: Achieving Goals, Maintaining Relationships • There Are Five Strategies To Manage Conflicts (Forcing, Withdrawing, Smoothing, Compromising, Problem Solving) • Occurrence Of Conflict May Be Controlled By Circumstances & Entry States • There Are Two Types Of Negotiations (Distributive & Integrative) • Integrative Negotiations Has Six Steps (Explain Wants, Describe Feelings, Explain Reasons, Reverse Perspectives, Create Optional Agreements, Select One) • Intergroup Conflict May Be Resolved Through Superordinate Goals, Decategorizing, Recategorization Into A Common Identity • Contact Theory Provides Framework For Reducing Intergroup Conflict (Cooperation, Personal Interactions, Support From Authorities, Equal Status)