Conflict and Negotiation: S. Robbins
Conflict and Negotiation: S. Robbins
Conflict and Negotiation: S. Robbins
S. Robbins
Conflict
A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something the first party cares about. Has Positive side Negative side
Range of conflicts
Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations, and the like.
Dysfunctional Conflict
Conflict that hinders group performance
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 2009 Prentice-Hall Inc. All rights reserved.
15-10
Types of conflict
Relationship conflicts
Friction and interpersonal hostilities increase personality clashes and decreases mutual understanding which hinders the completion of organizational tasks.
Process conflict
Intense arguments about who should do what become dysfunctional when they create uncertainty about task roles, increase the time to complete tasks and lead to members working at cross purposes.
Task conflict
Low to moderate levels has a positive effect over group performance because it stimulates discussion of ideas and helps better performance.
Structure
Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups
Personal Variables
Differing individual value systems Personality types
2009 Prentice-Hall Inc. All rights reserved.
Contd.,
Structure Size and specialization acts as stimulants of conflict Tenure and conflicts are inversely related Greater the ambiguity greater is the potential for conflict to emerge. (increase the intergroup fighting for resources and territory. Interdependency one group tries to gain over the other and there is conflict.
Personal variables
To work with people with whom you took an immediate disliking Potential for conflict Personality, emotions and values. Individuals who are highly authoritarian and dogmatic. Emotions annoy other colleagues and there will be tension filled atmosphere.
Stage - ii
It is where the conflict issues become defined. Parties decide what the conflict is about This settlements of conflicts is it delineates the set of possible settlements. Emotions play a major role in shaping perceptions
Positive feeling
Tendency to see potential relationships among the elements of a problem Takes broader view of the situation Develop more innovative solutions
Intentions contd.,
Dimensions - Cooperativeness The degree to which one party attempts to satisfy other partys concern - Assertiveness The degree to which one party attempts to satisfy his/her concern
Intentions contd.,
Conflict handling intentions
- Competing (Assertive uncooperative) - Collaborating (Assertive cooperative) - Avoiding (Unassertive uncooperative) - Accommodating (unassertive cooperative) - Compromising (mid range between assertiveness and cooperativeness)
Stage iv - Behavior
Conflict becomes visible Includes the statements, actions, and reactions made by the conflicting parties. These are the overt attempts to implement each partys intentions. These behaviors have a stimulus quality that is separate from intentions As a result of miscellaneous or unskilled enactments, overt behaviors sometimes deviate from original intentions.
No conflict
Conflict resolution
Avoidance Withdrawal from or suppression of the conflict. Smoothing Playing down differences while emphasizing common interests between the conflicting parties. Compromise Each party to the conflict gives up something of value. Authoritative command Resolving using formal authority and then communicating its desires to the parties
Conflict resolution
Altering the human variables Using behavioral change techniques such as human relations training to alter attitudes and behaviors that cause conflict. Altering the structural variables Changing the formal organization structure and the interaction patterns conflicting parties through job redesign, transfers, creation of coordinating positions, and the like.
Outcomes
The action-reaction interplay between the conflicting parties results in - Functional outcome- Conflict results in improvement in groups performance. Or - Dysfunctional- Hinders groups performance.
Functional outcomes
Conflict is said to be constructive if it - improves the quality of decisions, - Stimulates creativity and innovation - Encourages curiosity and interest among group members. - Provides a medium through which problems can be aired and tensions can be released - Fosters an environment of self evaluation and change.
Dysfunctional outcomes
Uncontrolled opposition breeds discontent, which acts to dissolve common ties and eventually leads to the destruction of the group. Reduce group effectiveness.
Creating functional conflictsOne common ingredient in organizations that successfully create functional conflict is