Conflict and Negotiation Flashcards
Conflict
Occurs whenever disagreement exist in a social situation over issues of substance or when emotional antagonism create frictions
Substantive Conflict
Involves fundamentals disagreements over ends or goals
Emotional Conflict
Involves interpersonal difficulties that arises from feelings or anger, mistrust etc..
Interpersonal Conflict
Between 2 or more individuals who are in opposition
Intrapersonal Conflict
Within the individual because of actual & perceived pressure
- Approach-Approach (+/+)
- Avoidance-Avoidance (-/-)
- Approach-Avoidance (+/-)
Intergroup Conflict
Occurs among groups in an ORG
Interorganizational Conflict
Occurs among ORG; Rivalry that characterizes firms operating in the same market
Conflict resolution
When the reasons of a conflict are eliminated
- Shouldn’t settle for a temporary resolution or ignore conflict
Stages of conflict
- Antecedent
- Perceived conflict
- Felt conflict
- Manifest conflict
Antecedent
From where the conflict emerges
Perceived conflict
Substantive or emotional differences between parties. Can be 1 or 2 parties
Felt conflict
Tension that motivate person to take action to reduce feelings of discomfort
Manifest conflict
The conflict is either removed or corrected; or can be suppressed
Task interdependencies
Dispute among people and teams who are required ro cooperate to meet challenging goals
- Potential is high when there’s a lot of interdependencies
Structural differentiation
When different teams and work units pursue different goals w/ different time horizons.
Domain Ambiguities
When team/individuals lack adequate task direction or goals and misunderstand such things as customer jurisdiciton or scope of authority
Resource scarcity
Individuals or teams try to position themselves to gain or retain maximum share of a resource.
Power or value asymmetries
Interdependent people or teams differ subtantially from one another in status and influences or in values
Causes of Conflict (5)
- Power or value asymmetries
- Resource scarcity
- Domain Ambiguities
- Structural differentiation
- Task interdependencies
Negotiation
Making a joint-decisions when the parties involved have different preferences.
Settings for Negotiation (4)
- Two-party
- Group
- Intergroup
- Constituency ( parties represent a broader constituency.
Negotiation goals at stake
- Substance goals
- Relationships goals
Criterias for effective negotiation
- Quality of outcome
- Harmony in relationships
Broad negotiation strategies (2)
- Distributive negotiation (position stakes out)
- Integrative negotiation (pie distribution)
Types of distributive negotiation
- Hard : 1 tries to dominate the other
- Soft : 1 or both make concessions to get it over with
Bargaining zone
Range between one party reservation point and the other party’s maximum
Ways to get Integrative agreement
- Attitudinal Foundation (trust, share, concrete questions)
- Behavioral Foundation
- Information Foundation
Behavioral foundation
- Separate people from problem
- No emotional consideration
- No premature agreement
Negotiation pitfall
- Fixed pie
- Escalating Commitment
- Over-confidence
- Too much telling
- Too little listening
3rd party roles in nego
- Alternative dispute resolution
- Mediation
- Arbitration
