Conflict and Negotiation

Question 1

What is conflict?

Answer 1

Involves 2 or more parties.

Where one or more parties believes the other is undermining their interests.

Overt: Both parties are aware
Covert: Parties are unaware of the conflict.

Question 2

Sources of Conflict

Answer 2

1. Interests (people have agendas, these can often be at odds)
2. Perception (identification of the conflict).

Flash points for perception:

1. Communication
2. Interpersonal
3. Structure.

Question 3

Is conflict bad?

Answer 3

Radical View (e.g. Marx):
- conflict is unavoidable 

“unitarist” view (Elton Mayo)
Conflict is dysfunctional

Interactionist View:
Conflict can be functional or dysfunctional

Focused or managed conflict view:
conflict can be beneficial (e.g. teamwork)

Question 4

Types of conflict

Answer 4

Task conflict:
Differences arise over the legitimacy of the task itself
- Low to moderate levels can be productive

Process Conflict:
Differences arise over how to achieve a task
- Lower levels can be productive

Relationship Conflict:

1. Criticism
2. Defensiveness
3. Contempt
4. Stonewalling

Question 5

Managing Conflict

Answer 5

5 step process (use to outline a conflict that occurred)

1. Potential Opposition
   - Conflict of interests
2. Cognition and personalisation
   - One becomes aware of the conflict –> makes it personal.
3. Intentions
   5 types of intentions:
   - Competing
   - Collaborating
   - Avoiding
   - Accommodating
   - Compromising
4. Based on intentions, individuals will act.
   (resolution or intensification)
5. Outcomes
   Functional Outcomes
   - Challenge ‘group think’
   - Encourage critical thinking and innovation.

Dysfunctional Outcomes:

• Negative emotions and stress.
• Reduced coordination
• Undermines group cohesion

Question 6

Negotiation

Answer 6

Belief that a better outcome can be brokered (BATNA)
Best Alternative to a Negotiated Agreement

Distributed vs Integrative.

GMFIID: 
Goal
Motivation 
Focus 
Interest
Information Sharing 
Duration of the relationship