2. outlines
- Definition of conflict and organizational conflict
- type of conflict
- The conflict process
- Definition of negotiation
- Bargaining strategies
- Negotiation process
- Third-party negotiations
3. Conflict the internal or external discord
that results from differences in ideas,
values, or feelings between two or more
people.
4. Conflict is also created when there are differences in economic and
professional values and when there is competition among
professionals.
5. ORGANIZATIONAL CONFLICT
The struggle that arises when the goal-
directed behaviour of one person or
group blocks the goal directed behaviour
of another person or group.
6. Common Causes of Organizational Conflict
• poor communication
• inadequately defined organizational structure
• Individual behaviour (incompatibilities or disagreements based on
differences of temperament or attitudes)
• Unclear expectations
• Individual or group conflicts of interest
• Operational or staffing changes
• Diversity in gender, culture, or age
7. type of conflict
type of conflict—whether it’s connected to task, relationship, or
process.
8. Task conflict relates to the content and goals of the work.
Relationship conflict focuses on interpersonal relationships.
Process conflict relates to how the work gets done.
10. Stage I: Latent conflict
latent conflict, implies the existence of antecedent conditions such as
short staffing and rapid change.
In this stage, conditions are ripe for conflict
no conflict has actually occurred and none may ever occur.
Much unnecessary conflict could be prevented or reduced.
11. Stage II: perceived conflict
If the conflict progresses, perceived conflict. is intellectualized and
often involves issues and roles. The person recognizes it logically and
impersonally as occurring.
conflict can be resolved at this stage before it is internalized or felt.
12. Stage III: felt conflict
felt conflict, occurs when the conflict is emotionalized. Felt emotions
include hostility, fear, mistrust, and anger. It is also referred to as
affective conflict.
It is possible to perceive conflict and not feel it (e.g.,
no emotion is attached to the conflict, and the person
views it only as a problem to be solved).
A person also can feel the conflict but not perceive
the problem (e.g., he or she is unable to identify the
cause of the felt conflict).
13. Stage IV: manifest conflict
manifest conflict, also called overt conflict, action is taken. The action
may be to withdraw, compete, debate, or seek conflict resolution.
14. Stage V: conflict aftermath
is conflict aftermath. There is always conflict aftermath—positive or
negative.
If the conflict is managed well, people involved in the conflict will
believe that their position was given a fair hearing.
If the conflict is managed poorly, the conflict issues frequently remain
and may return later to cause more conflict.
15. •- Issue is more important
than the relationship
- it’s my way !
- arbitration
- win -lose
•-both relationship &issue
not important
-No worth wasting my
time !
-it is not my problem!
-lose - lose
• -both relationship
&issue equally
important -let’s talk
about it!
-Negotiation
-mediation
-win-win
• -Relationship more
important than the
issue.
-Have it your way!
-Lose-win
Accommodation Collaboration
CompetitionAvoidance
relationship
relationship
issueissue compromise
ConflictmanagementGRID
17. Strategies
There are two general approaches to
negotiation— distributive bargaining and
integrative bargaining .
distributive bargaining Negotiation
that seeks to divide up a fixed amount
of resources; a win–lose situation.
integrative bargaining Negotiation that
seeks one or more settlements that
can create a win–win solution.
19. Negotiation Process
(1) preparation and planning.
(2) Definition of ground rules.
(3) clarification and justification.
(4) bargaining and problem solving.
(5) closure and implementation.
20. Individual Differences and Negotiation
Four factors influence how effectively individuals negotiate:
personality, mood/emotions, culture, and gender.
21. Personality Traits in Negotiation
if you know something about his/her personality, Can you predict an
negotiating tactics?
Moods/Emotions in Negotiation
Influence negotiation, but the way they do appears to depend on the
type of negotiation.
22. Culture in Negotiations
Do people from different cultures negotiate differently?
People generally negotiate more effectively within cultures than
between them.
In cross-cultural negotiations, it is especially important that the
negotiators be high in openness.
Negotiators need to be especially aware of the emotional dynamics
in cross-cultural negotiation.
23. Gender Differences in Negotiations
Men and women negotiate differently and these differences affect
outcomes.
There is some point to the popular stereotype that women are more
cooperative, pleasant, and relationship-oriented in negotiations than
are men.
These gender differences can be lessened at both the organizational
and individual level.
24. Third-Party Negotiations
When individuals or group representatives reach a stalemate and are
unable to resolve their differences through direct negotiations, they
may turn to a third party.
A mediator
An arbitrator
A conciliator
25. mediator A neutral third party who facilitates a
negotiated solution by using reasoning,
persuasion, and suggestions for alternatives.
arbitrator A third party to a negotiation who
has the authority to dictate an agreement.
26. conciliator A trusted third party who provides an
informal communication link between the
negotiator and the opponent.
27. • Discuss the conflict stage and explain how to solve it. Give one
example of conflict and how you solve it.
28. References
Organizational Behaviour, Stephen P. Robbins and Timothy A. Judge, Prentice
Hall.
Leadership Roles and Management Functions in Nursing Theory and
Application, Bessie L. Marquis and Carol J. Huston, Lippincott Williams.
