conflict and negotiation
Third party conflict resolution
arbitrator mediator conciliator consultant (business)
important observation
- task conflict among top management teams was positively associated with their performance, whereas conflict lower in the organization was negatively associated with their performance - if task and relationship conflict occur together, task conflict was more likely negative, whereas if task conflict by itself, is more likely to be positive - if task conflicts very low, people are not very engaged or addressing the issues. If task conflict is high, however, infighting will quickly degenerate into personality conflict - process conflict resolves around delegation and roles
sources of conflicts
Ambiguity (Structure) Personal differences Incompatible goals(Structure) Scarce resources (Structure) Unbalanced task interdependence (Structure) Communication
dysfunctional conflict
conflict hinders group performance
Structure (Source of Conflict)
conflict may be as a consequence of the requirements of the job or in the workplace more than personality -ambiguity -scarce resources -unbalance task interdependence -incompatiable goals
intergroup conflict
conflict occurs between groups
intragroup conflict
conflict occurs within a group/team
task conflict
conflict that relates to content and goals of the work
process conflict
conflict that relates to how the work gets done
functional conflict
conflicts that improve a group's performance, supports goals of the group, and are constructive in nature -energizes debate -increases team cohesion
dual-concern theory
considers how one's degree of cooperativeness and assertiveness determine how a conflict is handled Competing Compromise Collaborating Yielding Accomodating
three elements of negotiations
issues, positions, interests
negotiation
process in which 2 or more parties try to agree on the exchange rate for the goods and services they are exchanging
assertiveness
the degree to which one tries to satisfy one's own concerns
cooperativeness
the degree to which one tries to satisfy the other person's concern
conflict
-a process that begins when one party perceives that another party has affected or is about to negatively affect something that the first party cares about. -describes a point when an interaction becomes inter-party disagreement
Loci of conflict
1.dyadic conflict: conflict between 2 people 2.intragroup conflict: occurs within a group or team 3.intergroup conflict: conflict between groups or team
conflict occurs between two people, within a group, between groups true/false
True. dydadic, intragroup, intergroup
dydadic conflict
conflict between 2 people
3 desired outcomes for conflict
agreement, stronger relationships, learning
BATNA
best alternative to a negotiated agreement One's BATNA represents the alternative that an individual will face if negotiations fail. Both the parties in a negotiation should be fully aware of each other's BATNA Situational influences on negotiation 1. The location matters 2. The physical setting matters 3. The time passage and deadlines matter 4. The participant characteristics matter
Bargaining strategies
distributive bargaining (win/lose) integrative bargaining (win/win)
personal variable (personal differences)
includes personality, emotions, and values - people high in personality traits of disagreeableness, neuroticism, or self-monitoring are phone to tangle with other people more often - react poorly when conflict occurs; emotions cause conflicts even when they're not directed at others
Communication (Source of Conflict)
semantic difficulties, misunderstandings, noise in communication channels i.e. different word connotations, jargon, insufficient exchange of information, and noise
what not do do (when there's a personality conflict)
• Get emotional • Drag co-workers into the conflict
dysfunctional affects relationship conflict
• aims conflict at the person (i.e. their competence) rather than the task or issue at hand • based on perceptual biases • hinders group performances • psychologically exhausting • focuses on interpersonal relationships
what to do (when there's a personality conflict)
• communicate directly with the other person. Listen • emphasize problem-solving & common objectives—not personalities! • If this persist seek help from advisor
functional affects constructive conflict
• conflict is aimed at issue, maintain respect for parties and their views (can be either task conflict or process conflict) • prevents groupthink, more creative solutions • supports the goals of the group and improve its performance