Conflict and Negotiation Flashcards
What is conflict?
-one party perceives its interests are being opposed or set back by another party
-oppositional behavior between individuals and within groups
Precursors of Conflict
-Incompatible personalities or value systems
-overlapping or unclear job boundaries
-competition for limited resources
-inadequate communication
-interdependent tasks
-organizational complexity
-unreasonable or unclear policies, standards or rules
Cognitive states ( a conflict state)
-differences in perception, interpretation, attributions, opinions, beliefs
Conflict States: Affective State
- anger, tensions, anxiety, discomfort, insecurity and other such feeling states
Conflict States: Behaviors States
- Overt and covert resistance
Types of conflict: Cognitive or Substantive conflict
-A disagreement over ends or goals to be pursued and the means for their accomplishments
Affective or Emotional Conflict
-arising out of interpersonal incompatibilism and involves feelings of anger, fear, mistrust, resentment
Conflict-Handling: Dominating/Competition
-Having no concern for the others’ interests or needs and to wrestle with the others so that one’s views and concerns might be the dominant ones
Conflict-Handling: Avoidance/Withdrawal
-the intentional failure to engage other members in the group and to just go with the flow
Conflict-Handling: Obliging/Accommodation
-the tendency to be more concerned with others’ needs and views than with one’s own
Conflict-Handling: compromising
-occurs when members focus on finding a middle path to resolve conflict
Conflict-Handling: Integrating/Collaboration
-the drive toward integrating the interests and needs of all parties involved
When to use Competing
Appropriate when: an emergency looms, you’re sure you’re right, and being right matters more than preserving relationships, the issue is trivial and others don’t really care what happens.
inappropriate when: collaboration has not been attempted, cooperation from others is important, used routinely for most issues, self-respect of others diminished needlessly.
When to use Compromising
Appropriate when: cooperation is important but time or resources are limited, when finding some solution, even less than the best, is better than a complete stalemate, when efforts to collaborate will be misunderstood as forcing
Inappropriate when: finding the most creative solutions possible is essential, when you can’t live with the consequences
When to use Collaborating
Appropriate when: the issue and relationship are both significant, cooperation is important, a creative end is important, reasonable hope exists to address all concerns
Inappropriate when: time is short, the issue are unimportant, you’re over-loaded, the goals of the other person certainly are wrong
When do use avoiding
Appropriate when: the issue is trivial, the relationship is insignificant, time is short and a decision not necessary, you have little power but still wish to block the other person
Inappropriate when: you care about both the relationship and the issue involved, used habitually for most issues, negative feelings may linger, others would benefit from caring confrontation
When do use accommodating:
Appropriate when: you really don’t care about the issue, you’re powerless but have no wish to block the other person
Inappropriate when: you likely will harbor resentment, used habitually in order to gain acceptance (outcome: depression and lack of self-respect), when others wish to collaborate and will feel like enforcers if you accommodate
Negotiation
-is a process by which two or more parties make decision and do not have identical preferences
-the work of negotiation is to identify possible agreements, estimate the desirability of outcomes to all parties, understand the other parties, communicate and persuade
Negotiation styles
1.) Competitive: try to gain all there is to gain
2.) Accommodative: to be willing to yield all there is to yield
3.) Avoiding: to stay out of the negotiation
4.) Compromising: to try to split the difference or find an intermediate point
5: Collaborative: to try to find the maximum possible gain to both parties-by careful exploration of interests
Negotiations: what to keep in mind
-Interests vs Positions
-Tangibles and Intangibles
-Sources of Power
Sources of power in negotiations
1.) Positional Power/Power of Legitimate Authority
2.)Rewards
3.) Sanctions “she said she would sue me”
4.)Force
5.) Information
6.) Expertise
7.) Charisma (referent authority or moral authority)
8.)Commitment
9.)Relationship
