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Negotiation and Conflict

Negotiation and Conflict. Transitions in Conflict Thought. Traditional View. Human Relations View. Interactionist View. Functional Versus Dysfunctional Conflict. Task Conflict Relationship Conflict Process Conflict . The Conflict Process. Stage 1 Potential Opposition. Stage3

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Negotiation and Conflict

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  1. Negotiation and Conflict Chapter 13

  2. Transitions in Conflict Thought Traditional View Human Relations View Interactionist View Chapter 13

  3. Functional Versus Dysfunctional Conflict Task Conflict Relationship Conflict Process Conflict Chapter 13

  4. The Conflict Process Stage 1 Potential Opposition Stage3 Intentions Stage 4 Behavior • Antecedent Conditions: • Communication • Structure • Personal Variables • Conflict-Handling • Intentions: • Competition • Collaboration • Accommodation • Avoidance • Compromise • Overt Conflict: • Party’s Behavior • Other’s Reaction Stage 5 Outcomes Group Performance Perceived Conflict Felt Conflict Stage 2 Cognition and Personalization Chapter 13

  5. Overt efforts to destroy the other party Aggressive physical attacks Threats and ultimatums Assertive verbal attacks Overt questioning or challenging of others Minor disagreements or misunderstandings Stage IV: Behavior and Conflict Intensity Annihilatory Conflict No Conflict Chapter 13

  6. Conflict Resolution Techniques Problem Solving Subordinate Goals Resource Expansion Avoidance Smoothing Compromise Authoritative Command Human Variables Structural Variables Chapter 13

  7. Communication Outsiders Conflict Stimulation Restructuring Devil’s Advocate Chapter 13

  8. Stage V: Outcomes Functional Dysfunctional • Improve quality of decisions • Boost innovation and creativity • Allow for interest and curiosity • Vent problems and tensions • Promote self-evaluation • Impede communication • Reduce cohesiveness • Replace goals with infighting • Halt group functioning • Threaten group survival Chapter 13

  9. Conflict and Unit Performance High Unit Performance A B C Low High Level of Conflict Situation Conflict Level Conflict Type Internal Characteristics Outcomes A B C Low or none Optimal High Dysfunctional Functional Dysfunctional Apathetic, stagnant Viable, innovative Disruptive, chaotic Low High Low Chapter 13

  10. Negotiating Strategies Distributive Bargaining Integrative Bargaining Bargaining Characteristics • Available Resources • Primary Motivations • Primary Interests • Focus of Relationships • Fixed Amount • I Win, You Lose • Opposed • Short-Term • Variable Amount • I Win, You Win • Congruent • Long-Term Chapter 13

  11. The Process of Negotiation Preparation and Planning Clarification and Justification Closure and Implementation Definition of Ground Rules Bargaining and Problem Solving Chapter 13

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