Conflict, Negotiation, and Intergroup Behavior

Organizational BehaviorOrganizational Behavior
CONFLICT, NEGOTIATION AND INTERGROUP BEHAVIORCONFLICT, NEGOTIATION AND INTERGROUP BEHAVIOR
Topics CoveredTopics Covered: ●: ● Definition of ConflictDefinition of Conflict ●● Views of ConflictViews of Conflict
●● Functional and Dysfunctional ConflictFunctional and Dysfunctional Conflict ●● Stages or Process ofStages or Process of
ConflictConflict ●● Definition of NegotiationDefinition of Negotiation ●● Negotiation ProcessNegotiation Process
●● Meaning of Intergroup BehaviorMeaning of Intergroup Behavior ●● Methods of ManagingMethods of Managing
Intergroup RelationsIntergroup Relations
SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.com 1

CONFLICT:CONFLICT: a process thata process that
begins when one partybegins when one party
perceives that another partyperceives that another party
has negatively affected or ishas negatively affected or is
about to negatively affect,about to negatively affect,
something that the first partysomething that the first party
cares about.cares about.

VIEWS OF CONFLICTVIEWS OF CONFLICT
There are three views/schools orThere are three views/schools or
thoughts of conflict:thoughts of conflict:
Traditional view:Traditional view: assumed that allassumed that all
conflict was bad. Conflict was viewedconflict was bad. Conflict was viewed
negatively and it was usednegatively and it was used
synonymously with such terms assynonymously with such terms as
violence, destruction & irrationality toviolence, destruction & irrationality to
reinforce its connotation. Conflict wasreinforce its connotation. Conflict was
harmful and was to be avoided.harmful and was to be avoided.SMS Kabir, smskabir@psy.jnu.ac.bd;

Human relations view:Human relations view: argued thatargued that
conflict was a natural occurrence inconflict was a natural occurrence in
all groups & organization. Sinceall groups & organization. Since
conflict was inevitable, the humanconflict was inevitable, the human
relations school advocatedrelations school advocated
acceptance of conflict. It cannot beacceptance of conflict. It cannot be
eliminated and there are even timeseliminated and there are even times
when conflict may benefit a group'swhen conflict may benefit a group's
performance.performance.

Interactionist view:Interactionist view: statesstates
that conflict is not only athat conflict is not only a
positive force in a grouppositive force in a group
but that it is absolutelybut that it is absolutely
necessary for a group tonecessary for a group to
perform effectively.perform effectively.

Functional Conflict:Functional Conflict: Conflict thatConflict that
supports the goals of the group andsupports the goals of the group and
improves its performance known asimproves its performance known as
functional conflict (constructive).functional conflict (constructive).
Dysfunctional conflict:Dysfunctional conflict: There areThere are
conflicts that hinder groupconflicts that hinder group
performance; these areperformance; these are
dysfunctional or destructive formsdysfunctional or destructive forms
of conflict.of conflict.

STAGES OR PROCESS OF CONFLICTSTAGES OR PROCESS OF CONFLICT
Five stages in the conflict process-Five stages in the conflict process-
Potential opposition or incompatibility:Potential opposition or incompatibility: thethe
presence of conditions that createpresence of conditions that create
opportunity for conflict to arise. They needopportunity for conflict to arise. They need
not lead directly to conflict, but one of thesenot lead directly to conflict, but one of these
conditions, is necessary if conflict is to arise.conditions, is necessary if conflict is to arise.
Cognition& personalization:Cognition& personalization: The antecedentThe antecedent
conditions can only lead to conflict when oneconditions can only lead to conflict when one
or more of the parties are affected by andor more of the parties are affected by and
aware of the conflict.aware of the conflict.

Intentions:Intentions: Intentions interveneIntentions intervene
between people's perceptions &between people's perceptions &
emotions and their overt (open)emotions and their overt (open)
behavior. Five conflict handlingbehavior. Five conflict handling
intentions can be identified:intentions can be identified:
●●CompetingCompeting (one party's interest)(one party's interest)
●●CollaboratingCollaborating (both party's interest)(both party's interest)
●●AvoidingAvoiding (withdraw from conflict)(withdraw from conflict)
●●AccommodatingAccommodating (opponent's interest(opponent's interest
above his/her own) ●above his/her own) ●CompromisingCompromising
(both party gives up something)(both party gives up something)

Behavior:Behavior: This stage includes theThis stage includes the
statements, actions and reactionstatements, actions and reaction
made by the conflicting parties.made by the conflicting parties.
These conflict behaviors are usuallyThese conflict behaviors are usually
overt attempts to implement eachovert attempts to implement each
party's intentions.party's intentions.
Outcomes:Outcomes: The action-reactionThe action-reaction
interplay between the conflictinginterplay between the conflicting
parties results in outcomes.parties results in outcomes.

Figure: The Conflict Process.Figure: The Conflict Process.
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
PotentialPotential
Opposition orOpposition or
IncompatibilityIncompatibility
Cognition andCognition and
PersonalizationPersonalization
IntentionsIntentions
ConflictConflict
HandlingHandling
IntentionsIntentions
BehaviorBehavior OutcomeOutcome
AntecedentAntecedent
ConditionCondition
□□CommuniCommuni
cationcation
□Structure□Structure
□Personal□Personal
VariablesVariables
PerceivedPerceived
ConflictConflict
FeltFelt
ConflictConflict
□□CompetingCompeting
□Collaborating□Collaborating
□□CompromisingCompromising
□Avoiding□Avoiding
□Accommodating□Accommodating
OvertOvert
ConflictConflict
□□Party’sParty’s
BehaviorBehavior
□□OthersOthers
ReactionReaction
IncreasedIncreased
GroupGroup
PerformancePerformance
DecreasedDecreased
GroupGroup
PerformancePerformance

NEGOTIATION :NEGOTIATION :aa
process in which two orprocess in which two or
more parties exchangemore parties exchange
goods or services andgoods or services and
attempt to agree upon theattempt to agree upon the
exchange rate for them.exchange rate for them.

NEGOTIATION PROCESSNEGOTIATION PROCESS
The Negotiation Process is made up of five steps:The Negotiation Process is made up of five steps:
Preparation and planningPreparation and planning
Definition of ground rulesDefinition of ground rules
Clarification & justificationClarification & justification
Bargaining & problem solvingBargaining & problem solving
Closure implementationClosure implementationSMS Kabir, smskabir@psy.jnu.ac.bd;

Preparation and planning:Preparation and planning: BeforeBefore
starting negotiation, one needs to findstarting negotiation, one needs to find
out the parties involved in negotiationout the parties involved in negotiation
& goals of the negotiation.& goals of the negotiation.
Definition of ground rules:Definition of ground rules: AfterAfter
completion of planning and developedcompletion of planning and developed
a strategy, the ground rules anda strategy, the ground rules and
procedures with the other party overprocedures with the other party over
the negotiation itself should bethe negotiation itself should be
defined.defined. SMS Kabir, smskabir@psy.jnu.ac.bd;

Clarification & justification:Clarification & justification: WhenWhen
initial positions have been exchanged,initial positions have been exchanged,
both the party will explain, amplify,both the party will explain, amplify,
clarify, bolster (to hold up) and justifyclarify, bolster (to hold up) and justify
each other's original demands. It is aneach other's original demands. It is an
opportunity for educating andopportunity for educating and
informing each other or the issues,informing each other or the issues,
why they are important and how eachwhy they are important and how each
arrived at their initial demands.arrived at their initial demands.

Bargaining & problem solving:Bargaining & problem solving: The essenceThe essence
of the negotiation process is the actual giveof the negotiation process is the actual give
and take in trying to hash out anand take in trying to hash out an
agreement. Concessions will undoubtedlyagreement. Concessions will undoubtedly
need to be made by both parties.need to be made by both parties.
Closure & implementation:Closure & implementation: The final stepThe final step
in the negotiation process is formalizingin the negotiation process is formalizing
the agreement that has been worked outthe agreement that has been worked out
and developing any procedures that areand developing any procedures that are
necessary for implementation andnecessary for implementation and
monitoring (handshake).monitoring (handshake).SMS Kabir, smskabir@psy.jnu.ac.bd;

INTERGROUP RELATIONS:INTERGROUP RELATIONS:
the coordinated bridges thatthe coordinated bridges that
link two distinct organizationallink two distinct organizational
groups. The efficiency andgroups. The efficiency and
quality of these relationshipsquality of these relationships
can have a significant bearingcan have a significant bearing
on one or both of the groups'on one or both of the groups'
performances & their memberperformances & their member
satisfaction.satisfaction.SMS Kabir, smskabir@psy.jnu.ac.bd;

METHODS OF INTERGROUPMETHODS OF INTERGROUP
RELATIONSRELATIONS
There are the seven most frequently used options areThere are the seven most frequently used options are
identified for managing inter group relations. These sevenidentified for managing inter group relations. These seven
are listed on a continuum, in order of increasing cost.are listed on a continuum, in order of increasing cost.
HighHigh
Integrating Dept.Integrating Dept.
TeamsTeams
Task forcesTask forces
Cost to useCost to use Liaison rolesLiaison roles
each method Planningeach method Planning
HierarchyHierarchy
Rules & ProceduresRules & ProceduresSMS Kabir, smskabir@psy.jnu.ac.bd;

METHODS OF INTERGROUP RELATIONSMETHODS OF INTERGROUP RELATIONS
Rules & procedures:Rules & procedures: The most simpleThe most simple
& least costly method for managing& least costly method for managing
inter group relations is to establish a setinter group relations is to establish a set
of formalized rules & procedures thatof formalized rules & procedures that
will specify how group members are towill specify how group members are to
interact with each other.interact with each other.
Hierarchy:Hierarchy: If rules & procedures areIf rules & procedures are
inadequate, the use of the organizationsinadequate, the use of the organizations
hierarchy becomes the primary methodhierarchy becomes the primary method
for managing inter group relations.for managing inter group relations.

Planning:Planning: The next step up the continuum isThe next step up the continuum is
the use of planning to facilitatethe use of planning to facilitate
coordination. If each work group hascoordination. If each work group has
specific goals for which it is responsible,specific goals for which it is responsible,
then each knows what it is supposed to do.then each knows what it is supposed to do.
Liaison roles:Liaison roles: Liaison roles are specializedLiaison roles are specialized
roles designed to facilitate communicationroles designed to facilitate communication
between two interdependent work units.between two interdependent work units.
Task forces:Task forces: A task force is a temporaryA task force is a temporary
group made up of representatives from agroup made up of representatives from a
number of departments.number of departments.

Teams:Teams: When tasks become moreWhen tasks become more
complex, additional problems arisecomplex, additional problems arise
during the act of execution. At thatduring the act of execution. At that
time, teams are typically formedtime, teams are typically formed
around frequently occurring problems.around frequently occurring problems.
Integrating departments:Integrating departments: When interWhen inter
group relations become too complex togroup relations become too complex to
be coordinated through plans, taskbe coordinated through plans, task
forces, teams and the like,forces, teams and the like,
organizations may create integratingorganizations may create integrating
departments.departments.SMS Kabir, smskabir@psy.jnu.ac.bd;

Conflict, Negotiation, and Intergroup Behavior

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