Conflicts and Negotiations:

Question 1

What is conflict:
And the two types:
And 6 sources of conflict: SADPII

Answer 1

-A process in which one party perceives that its interests are being opposed or negatively affected by another party

1. Task (constructive) conflict [Parties focus on the issue, respect people with other points of view. Try to understand logic/assumptions of each position]
2. Relationship conflict
   [Focus on personal characteristics (not issues) as the source of conflict,Try to undermine each other’s worth/competence
   Accompanied by strong negative emotions]
   (Emotional intelligence,Cohesive team,Supportive team norms)- how to avoid relationship conflict

-Scared resources
-Ambiguous rules
-Differentiation
-Poor communication
-Interdependence
-Incompatible goals

Question 2

What is the conflict process model
And if conflict good or bad:

Answer 2

1. Sources of conflict
2. Conflict perception and emotions
3. Manifest conflict
4. Conflict outcomes

Negative Outcomes
Wastes time, energy, resources
Less information sharing, productivity
Weakens team cohesion
More organizational politics
More job dissatisfaction, turnover, stress

positive:
Potentially generates more creative ideas
Decision assumptions are questioned
Fuller debate of decision choices
Improves responsiveness to external environment
Increases team cohesion (conflict with other teams)

Question 3

Five conflict-handling styles:

Answer 3

—High cooperativeness, high assertiveness: Problem-solving
(Win-Win) best when interests are not perfectly opposing, trust, complex issues

—High cooperativeness, low assertiveness: Yielding
(Better, when other parties higher power, you find issue less important)

–Low cooperativeness, high assertiveness: Forcing
(Win-lose) (best when, have deep conviction, quick resolution needed, cooperation would be taken advantage of)

—-Low cooperativeness, low assertiveness: Avoiding
(Best when conflict Is emotionally charged, cost higher then benefit)

—Complete middle ground: compromising
(best when parties have equal power, quick solution needed, lack trust)

Question 4

6 structural approaches to conflict management:

Answer 4

1. Emphasize superordinate goals (goals that the conflicting parties value and whose attainment requires the joint resources and effort of those parties)
2. Reduce differentiation
3. Improve communication
4. Clarify rules/procedures
5. Reduce interdependence
6. Increase resources

Question 5

3 types of third-party intervention:

Answer 5

-Third-party conflict resolution is any attempt by a relatively neutral person to help conflicting parties resolve their difference-

High decision control/high of process control: Inquisition
High decision control/low of process control: Arbitration
Low decision control/high process of control: Mediation

Question 6

Negotiation:
Distributive:
Integrative:
BATNA:
Bargaining zone:

Answer 6

Negotiation refers to decision-making situations in which two or more interdependent parties attempt to reach an agreement.

Distributive: When the goals of two or more people are zero-sum so that one can gain only at the other’s expense.

Integrative: When parties’ goals are linked, but not zero-sum, so that one person’s goal achievement does not block the goal achievement of another.

BATNA – The best alternative to a negotiated agreement; the outcome and individual face if negotiations fail

Bargaining zone- The zone between each party’s resistance point, assuming that there is overlap in this range

Question 7

What is the negotiation process:
And the situational influences of negotiation:

Answer 7

1. Gather information
2. Manage Concessions
3. Manage Time
4. Build the relationship

Location – easier to negotiate on your own turf
Physical setting –seating arrangements, etc.
Audience – negotiators are more competitive, make fewer concessions when audience is watching