We can define conflict, then, as a process that begins when one party is about to negatively affect

something the first party cares about.

conflicts people experience in organizations: incompatibility of goals, differences over interpretations of

facts, disagreements based on behavioral expectations etc.

conflict must be avoided—that it indicates a malfunctioning within the group. We call this the traditional
view. Another perspective proposes not only that conflict can be a positive force in a group but that
some conflict is absolutely necessary for a group to perform effectively. We label this the interactionist
view.

functional conflict supports the goals of the group and improves its performance. A conflict that hinders
group performance is a destructive or dysfunctional conflict. Task conflict relates to the content and
goals of the work (if under limits then it can be good because it results in creativity). Relationship
conflict focuses on interpersonal relationships. Process conflict relates to how the work gets done.
Studies demonstrate that relationship conflicts are almost always dysfunctional.

workplace conflicts are not productive, they take time away from job tasks or interacting with
customers, and hurt feelings and anger often linger after conflicts appear to be over, reducing team
performance.

we can minimize the negative effects of conflict by focusing on preparing people for conflicts,
developing resolution strategies, and facilitating open discussion. Resolving cross-cultural conflicts
begins by addressing these emotional and social identity-based concerns and building bonds between
parties through common interests.

The conflict process has five stages: potential opposition or incompatibility, cognition and
personalization, intentions, behavior, and outcomes.

Incompatibility: conditions (which we can also look at as causes or sources of conflict) into three general
categories: communication, structure, and personal variables. The potential for conflict increases when
either too little or too much communication takes place. This can result in over communication and
misunderstandings.

Structure, It’s nothing personal between the members; the requirements of their jobs just bring them
into conflict. The potential for conflict is greatest when group members are younger and when turnover
is high and group is large. Diversity of goals among groups is also a major source of conflict because the
members are not on one page, they have different contradicting tasks. (Sales credit example)

last category of potential sources of conflict is personal variables, which include personality, emotions,
and values. Personality does appear to play a role in the conflict process: some people just tend to get
into conflicts a lot. Traits include disagreeableness, neuroticism.

Stage 2: Personalization

felt conflict level, when individuals become emotionally involved, that they experience anxiety, tension,
frustration, or hostility. Stage II is important because it’s where conflict issues tend to be defined, where
the parties decide what the conflict is about.
Negative emotions allow us t, lose trust, and put negative interpretations on the other party’s behavior.
In contrast, positive feelings increase our tendency to see potential relationships among the elements of
a problem, to take a broader view of the situation, and to develop more innovative solutions.

Stage III: Intentions

Many conflicts escalate simply because one party attributes the wrong intentions to the other. However,
behavior does not always accurately reflect a person’s intentions.

Effective conflict handling intentions include,

Collaborating: When parties in conflict each desire to fully satisfy the concerns of all parties, there is
cooperation and a search for a mutually beneficial outcome.
Compromising: there is no clear winner or loser. Rather, there is a willingness to ration the object of the
conflict and accept a solution that provides incomplete satisfaction of both parties’ concerns.

Intention that does not at all helps in handling conflict is: Avoiding, A person may recognize a conflict
exists and want to withdraw from it. For example, trying to ignore a conflict and avoiding others with
whom you disagree.

Stage IV: Behavior

This is where conflicts become visible. The behavior stage includes the statements, actions, and
reactions made by the conflicting parties.

Conflicts that reach the upper ranges of the continuum (ex riots, war) are almost always dysfunctional.
Functional conflicts are typically confined to the lower range of the continuum (ex minor disagreements
or misunderstandings).

Stage V: Outcomes

conflicting parties results in consequences. As our model demonstrates (see Exhibit 14-1 ), these
outcomes may be functional, if the conflict improves the group’s performance, or dysfunctional, if it
hinders performance.

Functional: conflict can improve the quality of decision making by allowing all points to be weighed,
particularly those that are held by a minority. Conflict is an antidote for groupthink. It doesn’t allow the
group make decisions that may be based on weak assumptions, inadequate consideration of relevant
alternatives. Thus, it furthers the creation of new ideas, promotes reassessment of group goals and
activities.

Dysfunctional: When active discussions turn into open conflicts between members, information sharing
between members decreases significantly

Conflict Management Techniques:

Problem solving: Face-to-face meeting of the conflicting parties for the purpose of identifying the
problem and resolving it through open discussion. Superordinate goals: Creating a shared goal that
cannot be attained without the cooperation of each of the conflicting parties. Expansion of resources:
When a conflict is caused by the scarcity of a resource (for example, money, promotion, opportunities,
office space), expansion of the resource can create a win-win solution. Smoothing: Playing down
differences while emphasizing common interests between the conflicting parties. Compromise. Altering
the structural variables: Changing the interaction patterns of conflicting parties through job redesign,
transfers etc.

Conflict-Stimulation Techniques: (To increase/cause conflicts)

Using threatening messages to increase conflict levels. Bringing in outsiders: Adding employees to a
group whose values, attitudes, or managerial styles differ from those of present members. Restructuring
the organization: Realigning work groups, altering rules and regulations.

We can define negotiation as a process that occurs when two or more parties decide how to allocate
scarce resources.

(TILL PG 458, BARGAINING STRATEGY)

EMPAHSIZE SSHARED INTERESTS

collectivists are more likely to seek to preserve relationships and promote the
good of the group as a whole

Collectivists may also be more interested in demonstrations of concern and

working through third parties to resolve disputes, whereas individualists will be
more likely to confront differences of opinion directly and openly.

Bargain in teams

Why they want what they want

No to compromising

No to avoidance

No to accommodating

Competing and collaboration

Third party: arbitrator and conciliator