The document discusses conflict, its causes and types, how it occurs within and between individuals and groups. It also examines approaches for managing conflict, including both direct and indirect methods, as well as the negotiation process for resolving disputes between two or more parties with opposing interests or preferences. The goal of effective conflict management and negotiation is to find solutions that satisfy everyone's needs and allow individuals or groups to maintain or improve their working relationships.

1. CONFLICT

2. CONFLICT
 occurs when parties disagree over substantive
issues or when emotional antagonisms create
friction between them.

3. TYPES OF CONFLICT
 Substantive Conflict
-involves fundamental disagreement over ends or
goals to be pursued and the means for their
accomplishment.
 Emotional conflict
-involves interpersonal difficulties that arise over
feelings of anger, mistrust, dislike, fear, resentment,
and the like.

4. LEVELS OF CONFLICT
 Intrapersonal conflict
occurs within the individual because of actual or
perceived pressures from incompatible goals or
expectations.
*Approach – approach conflict - occurs when a
person must choose between two positive and
equally attractive alternatives
* Avoidance – avoidance conflict - occurs when a
person must choose between two negative and
equally unattractive alternatives.
*Approach – avoidance conflict - occurs when a
person must decide to do something that has both
positive and negative consequences.

5.  Interpersonal conflict
-occurs between two or more individuals in
opposition to each other.
 Intergroup conflict
-occurs among groups in an organization.
 Interorganizational conflict
-occurs between organizations.
•Levels of Conflict

6. 2 FACES OF CONFLICT
Functional or constructive conflict
- results in positive benefits to the group
Dysfunctional or destructive conflict
- works to the group’s or organization’s
disadvantage

7. MANAGING CONFLICT
 Conflict Resolution
- occurs when the reasons for a conflict are
eliminated.

8. STAGES OF CONFLICT

9. CONFLICTS SITUATIONS
 Vertical conflict
- occurs between hierarchical levels.
 Horizontal conflict
-occurs between persons or groups at the
same hierarchical level.
• line–staff - often involves disagreements over who
has authority and control over certain matters
 Role conflict
- occur when the communication of task
expectations proves inadequate or upsetting.

10.  Work-flow interdependencies
- occurs when people and units are required
to cooperate to meet challenging goals.
 Domain ambiguities
- occur when individuals or groups are placed
in ambiguous situations where it is difficult to
determine who is responsible for what
 Resource scarcity
-when resources are scarce, working
relationships are likely to suffer
 Power or value asymmetries
-occur when interdependent people or groups
differ substantially from one another in status
and influence or in values
• Conflict Situations

11. INDIRECT CONFLICT MANAGEMENT APPROACHES
 Reduced Interdependence
- used for adjusting level of interdependency
when work-flow conflicts exists
> Decoupling
> Buffering
> Linking pins
 Appeals to Common Goals
- focusing the attention of potentially
conflicting parties on one mutually desirable
goals

12.  Hierarchical referral
- makes use of the chain of command for
conflict resolution
 Altering Scripts and Myths
- conflict is superficially managed by scripts, or
behavioral routines that become part of the
organization’s culture
•Indirect Conflict Management Approaches

13. DIRECT CONFLICT
MANAGEMENT APPROACHES
 Lose –lose conflict - occurs when nobody really
gets what he or she wants
• Avoidance - involves pretending a conflict does
not really exist.
• Accommodation or smoothing - involves playing
down differences and finding areas of agreement.
• Compromise – occurs when each party gives up
something of value to the other.

14.  Win–lose conflict - one party achieves its desires
at the expense and to the exclusion of the other
party’s desires
• Competition - seeks victory by force, superior skill, or
domination.
• Authoritative command - uses formal authority to end
conflict.
 Win–win conflict - is achieved by a blend of both
high cooperativeness and high assertiveness
 Collaboration – involves recognition that something is
wrong and needs attention
 through problem solving.
 Problem solving - uses information to resolve disputes

15. 5 WAYS TO MANAGE CONFLICT

16. NEGOTIATION

17. NEGOTIATION
 is the process of making joint decisions when
the parties involved have different
preferences.

18. NEGOTIATION ROLES & OUTCOMES
 Substance goals
-deal with outcomes that relate to the
―content" issues under negotiation
 Relationship goals
-deal with outcomes that relate to how well
people involved in the negotiation and any
constituencies they may represent are able to
work with one another once the process is
concluded
 effective negotiation - occurs when substance
issues are resolved and working relationships are
maintained or even improved

19. CRITERIA OF AN EFFECTIVE NEGOTIATION
 Quality— the negotiation results offer a
―quality‖ agreement that is wise and
satisfactory to all sides.
 Harmony— the negotiation is ―harmonious‖
and fosters rather than inhibits good inter-
personal relations.
 Efficiency— the negotiation is ―efficient‖ and
no more time consuming or costly than
absolutely necessary.

20. ORGANIZATIONAL SETTINGS FOR
NEGOTIATION
 two-party negotiation - the manager negotiates
directly with one other person
 group negotiation - the manager is part of a
team or group whose members are negotiating
to arrive at a common decision
 intergroup negotiation - the manager is part of
a group that is negotiating with another group
to arrive at a decision regarding a problem or
situation affecting both
 constituency negotiation - the manager is
involved in negotiation with other persons, with
each party representing a broader constituency

21. NEGOTIATION STRATEGIES
 Distributive negotiation
-focuses on positions staked out or declared by
the parties involved who are each trying to claim
certain portions of the available pie
*―Hard‖ distributive - negotiation takes place when each
party holds out to get its own way
*―Soft‖ distributive - one party is willing to make
concessions to the other to get things over with
 Integrative negotiation
-focuses on the merits of the issues, and the
parties involved try to enlarge the available pie
rather than stake claims to certain portions of it

22. •The bargaining zone
-is the zone between one party’s
minimum reservation point and the other
party’s maximum reservation point in a
negotiating situation.

23. HOW TO GAIN INTEGRATIVE
AGREEMENTS
 Attitudinal Foundations
-willingness to trust
-willingness to share information
-willingness to ask concrete questions
 Behavioral Foundations
•The ability to separate the people from the problem to avoid allowing
emotional considerations to affect the negotiation.
•The ability to focus on interests rather than positions.
•The ability to avoid making premature judgments.
•The ability to keep the acts of alternative creation separate from their
evaluation.
•The ability to judge possible agreements on an objective set of criteria
or
standards.
 Information Foundations

24. COMMON NEGOTIATION
PITFALLS
 myth of the fixed pie
 possibility of escalating commitment
 negotiators often develop overconfidence
 communication problems can cause difficulties
during a negotiation
>telling problem—the parties don’t really talk to one
another, at least not in the sense of making
themselves truly understood
>hearing problem—the parties are unable or unwilling to
listen well enough to understand what each other is
saying

25. THIRD-PARTY ROLES IN
NEGOTIATION
 Arbitration
- - a neutral third party acts as judge with the
power to issue a decision binding on all parties
 Mediation
- a neutral third party tries to engage the
parties in a negotiated solution through
persuasion and rational argument