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Conflict and Negotiation 
Sinem Bulkan
Definition of Conflict 
• A process that begins when one party perceives that another party 
has negatively affected, or is about to negatively affect, something 
that the first party cares about. 
K.W. Thomas, 1992 
• Any situation in which people have incompatible goals, interests, 
principles or feelings.
Transitions in Conflict Thought 
Traditional View of Conflict 
The belief that all conflict is harmful and must be avoided. Conflict is 
bad, synonymus with violence, destruction and irrationality. 
Causes: 
• Poor communication 
• Lack of openness 
and trust 
• Failure to respond to 
employee needs
Transitions in Conflict Thought 
Human Relations View of Conflict 
The belief that conflict is a natural and inevitable outcome in 
any group. Accept it. 
Interactionist View of Conflict 
The belief that conflict is not only a 
positive force in a group but that it is 
absolutely necessary for a group to 
perform effectively. Conflict should be 
encouraged; keeps the group alive, self-critical 
and creative.
Functional versus Dysfunctional Conflict 
Functional Conflict 
(Constructive) 
Conflict that supports the goals 
of the group and improves its 
performance. 
Dysfunctional Conflict 
(Destructive) 
Conflict that hinders 
group performance.
Types of Conflict 
Task Conflict 
Conflicts over content and 
goals of the work. 
Relationship Conflict 
Conflict based on 
interpersonal relationships. 
Process Conflict 
Conflict over how the work gets 
done.
Conflict Process
Stage I: Potential Opposition or Incompatibility 
• Communication 
 Semantic difficulties, misunderstandings, and “noise” 
• Structure 
 Size and specialization of jobs 
 Member/goal incompatibility 
 Leadership styles (close or participative) 
 Reward systems (win-lose) 
 Dependence/interdependence of groups 
• Personal Variables 
 Differing individual value systems 
 Personality types
Stage II: Cognition and Personalization 
Perceived Conflict 
Awareness by one or more 
parties of the existence of 
conditions that create 
opportunities for conflict to 
arise. 
Felt Conflict 
Emotional involvement in a 
conflict creating anxiety, 
tenseness, frustration, or 
hostility. 
Conflict Definition 
Negative Emotions Positive Feelings
Stage III: Behaviours 
Competing 
A desire to satisfy one’s interests, regardless of the impact on the other party 
to the conflict. 
Collaborating 
A situation in which the parties to a conflict each desire to satisfy fully the 
concerns of all parties. 
Avoiding 
The desire to withdraw from or suppress a conflict. 
Accommodating 
The willingness of one party in a conflict to place the opponent’s interests 
above his or her own. 
Compromising 
A situation in which each party to a conflict is willing to give up something.
Stage V: Outcomes 
• Functional Outcomes from Conflict 
 Increased group performance 
 Improved quality of decisions 
 Stimulation of creativity and innovation 
 Encouragement of interest and curiosity 
 Provision of a medium for problem-solving 
 Creation of an environment for self-evaluation and change 
• Dysfunctional Outcomes from Conflict 
 Development of discontent 
 Reduced group effectiveness 
 Retarded communication 
 Reduced group cohesiveness 
 Infighting among group members overcomes group goals
Negotiation 
Negotiation 
A process in which two or more parties exchange 
goods or services and attempt to agree on the 
exchange rate for them.
Bargaining Strategies 
Distributive Bargaining 
Negotiation that seeks to divide up a fixed amount of 
resources; a win-lose situation. Sales, wages bargains. 
etc. 
Integrative Bargaining 
Negotiation that seeks one or more settlements that can 
create a win-win solution.
Staking Out the Bargaining Zone
Distributive Versus Integrative Bargaining 
Bargaining Distributive Integrative 
Characteristic Characteristic Characteristic 
Available resources Fixed amount of Variable amount of 
resources to be divided resources to be divided 
Primary motivations I win, you lose I win, you win 
Primary interests Opposed to each other Convergent or congruent 
with each other 
Focus of relationships Short term Long term
4 Contemporary Issues in Negotiation 
• Decision-Making Biases That Hinder Effective 
Negotiation 
 Irrational escalation of commitment, relying on previous rational 
decisions 
 The mythical fixed pie, win-lose, win-win 
 Anchoring and Adjustments, tendency to anchor judgements on 
irrelevant info, e.g. initial offer. 
 Framing negotiations, importance of presenting information. 
 Availability of information, relying on available information while 
ignoring more relevant data. 
 The winner’s curse, the regret one feels after closing a negotiation 
 Overconfidence, ignoring information that contradicts and lessens the 
incentive to compromise.
4 Contemporary Issues in Negotiation 
• The Role of Personality Traits in Negotiation 
 Traits do not appear to have a significantly direct effect on the outcomes of 
either bargaining or negotiating processes. 
• Gender Differences in Negotiations 
 Women negotiate no differently from men, although men apparently negotiate 
slightly better outcomes.(due to divergent values on outcomes) 
 Men and women with similar power bases use the same negotiating styles. 
 Women’s attitudes toward negotiation and their success as negotiators are less 
favorable than men’s. Women are less satisfied.
4 Contemporary Issues in Negotiation 
• Cultural Differences in Negotiations 
 Negotiationg styles clearly vary among national cultures. 
 The amount and type of preparation for barganing, the relative 
emphasis on task versus interpersonal relations, the tactics used, and 
even where the negotiation should be contacted are affected by the 
cultural context of the negotiation. 
Sample – Verbal and Nonverbal Negotiation by North Americans, 
Japanese, and Brazilians – 30 Minutes Bargaining 
session 
 Saying ‘No’ Brazilian 83, North American 9, Japanese 5 times. 
 Silence Japanese 5 periods 10 seconds each, North Americans 
3,5 periods, Brazilian 0. 
 Physical Contact Japanese and North American ‘No’.Brazilians 
5.
THANK YOU ! 

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Conflict&negotiation

  • 2. Definition of Conflict • A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. K.W. Thomas, 1992 • Any situation in which people have incompatible goals, interests, principles or feelings.
  • 3. Transitions in Conflict Thought Traditional View of Conflict The belief that all conflict is harmful and must be avoided. Conflict is bad, synonymus with violence, destruction and irrationality. Causes: • Poor communication • Lack of openness and trust • Failure to respond to employee needs
  • 4. Transitions in Conflict Thought Human Relations View of Conflict The belief that conflict is a natural and inevitable outcome in any group. Accept it. Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively. Conflict should be encouraged; keeps the group alive, self-critical and creative.
  • 5. Functional versus Dysfunctional Conflict Functional Conflict (Constructive) Conflict that supports the goals of the group and improves its performance. Dysfunctional Conflict (Destructive) Conflict that hinders group performance.
  • 6. Types of Conflict Task Conflict Conflicts over content and goals of the work. Relationship Conflict Conflict based on interpersonal relationships. Process Conflict Conflict over how the work gets done.
  • 8. Stage I: Potential Opposition or Incompatibility • Communication  Semantic difficulties, misunderstandings, and “noise” • Structure  Size and specialization of jobs  Member/goal incompatibility  Leadership styles (close or participative)  Reward systems (win-lose)  Dependence/interdependence of groups • Personal Variables  Differing individual value systems  Personality types
  • 9. Stage II: Cognition and Personalization Perceived Conflict Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. Felt Conflict Emotional involvement in a conflict creating anxiety, tenseness, frustration, or hostility. Conflict Definition Negative Emotions Positive Feelings
  • 10. Stage III: Behaviours Competing A desire to satisfy one’s interests, regardless of the impact on the other party to the conflict. Collaborating A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties. Avoiding The desire to withdraw from or suppress a conflict. Accommodating The willingness of one party in a conflict to place the opponent’s interests above his or her own. Compromising A situation in which each party to a conflict is willing to give up something.
  • 11. Stage V: Outcomes • Functional Outcomes from Conflict  Increased group performance  Improved quality of decisions  Stimulation of creativity and innovation  Encouragement of interest and curiosity  Provision of a medium for problem-solving  Creation of an environment for self-evaluation and change • Dysfunctional Outcomes from Conflict  Development of discontent  Reduced group effectiveness  Retarded communication  Reduced group cohesiveness  Infighting among group members overcomes group goals
  • 12. Negotiation Negotiation A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.
  • 13. Bargaining Strategies Distributive Bargaining Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation. Sales, wages bargains. etc. Integrative Bargaining Negotiation that seeks one or more settlements that can create a win-win solution.
  • 14. Staking Out the Bargaining Zone
  • 15. Distributive Versus Integrative Bargaining Bargaining Distributive Integrative Characteristic Characteristic Characteristic Available resources Fixed amount of Variable amount of resources to be divided resources to be divided Primary motivations I win, you lose I win, you win Primary interests Opposed to each other Convergent or congruent with each other Focus of relationships Short term Long term
  • 16. 4 Contemporary Issues in Negotiation • Decision-Making Biases That Hinder Effective Negotiation  Irrational escalation of commitment, relying on previous rational decisions  The mythical fixed pie, win-lose, win-win  Anchoring and Adjustments, tendency to anchor judgements on irrelevant info, e.g. initial offer.  Framing negotiations, importance of presenting information.  Availability of information, relying on available information while ignoring more relevant data.  The winner’s curse, the regret one feels after closing a negotiation  Overconfidence, ignoring information that contradicts and lessens the incentive to compromise.
  • 17. 4 Contemporary Issues in Negotiation • The Role of Personality Traits in Negotiation  Traits do not appear to have a significantly direct effect on the outcomes of either bargaining or negotiating processes. • Gender Differences in Negotiations  Women negotiate no differently from men, although men apparently negotiate slightly better outcomes.(due to divergent values on outcomes)  Men and women with similar power bases use the same negotiating styles.  Women’s attitudes toward negotiation and their success as negotiators are less favorable than men’s. Women are less satisfied.
  • 18. 4 Contemporary Issues in Negotiation • Cultural Differences in Negotiations  Negotiationg styles clearly vary among national cultures.  The amount and type of preparation for barganing, the relative emphasis on task versus interpersonal relations, the tactics used, and even where the negotiation should be contacted are affected by the cultural context of the negotiation. Sample – Verbal and Nonverbal Negotiation by North Americans, Japanese, and Brazilians – 30 Minutes Bargaining session  Saying ‘No’ Brazilian 83, North American 9, Japanese 5 times.  Silence Japanese 5 periods 10 seconds each, North Americans 3,5 periods, Brazilian 0.  Physical Contact Japanese and North American ‘No’.Brazilians 5.
  • 19. THANK YOU !