W7: Understanding Conflict and Negotiation in Organizations

Conflict

A process that begins when one party perceives another party has negatively affected something they care about.

Key Elements of Conflict: Perceived Incompatibility

A belief that goals, interests, or values clash.

Key Elements of Conflict: Interdependence

The need for parties to interact for conflict to occur.

Key Elements of Conflict: Emotional Involvement

Conflict often brings frustration, stress, or defensiveness.

Types of Conflict: Task Conflict

Differences in ideas, viewpoints, or work-related decisions.

Types of Conflict: Relationship Conflict

Emotional or personal clashes between individuals.

Types of Conflict: Process Conflict

Disagreements over how work should be done.

Types of Conflict: Intra-personal Conflict

Conflict that occurs within an individual.

Types of Conflict: Inter-personal Conflict

Conflict that occurs between individuals.

Types of Conflict: Inter-group Conflict

Conflict that occurs between different groups.

Types of Conflict: Inter-organisation Conflict

Conflict that occurs between different organizations.

Functional Conflict

Encourages creativity, challenges assumptions, and enhances performance. Leads to better decision-making.

Dysfunctional Conflict

Distracts from goals, damages relationships, and reduces efficiency. Causes stress and disengagement.

Conflict Process Model: Potential Opposition

Conflict triggers arise (e.g., communication issues, differing values, resource allocation).

Conflict Process Model: Cognition & Personalization

Conflict is perceived and emotions get involved.

Conflict Process Model: Intentions

Individuals determine their approach to handling conflict.

Conflict Process Model: Behavior

The conflict becomes visible through communication, negotiation, or confrontation.

Conflict Process Model: Outcomes

The resolution may be constructive (improved relationships) or destructive (worsened tensions).

Conflict Resolution Approaches (Thomas-Kilmann Model): Competing

High assertiveness, low cooperation. Used when quick action is necessary.

Conflict Resolution Approaches (Thomas-Kilmann Model): Collaborating

High assertiveness, high cooperation. Seeks win-win outcomes.

Conflict Resolution Approaches (Thomas-Kilmann Model): Compromising

Moderate assertiveness, moderate cooperation. Both sides give something up.

Conflict Resolution Approaches (Thomas-Kilmann Model): Avoiding

Low assertiveness, low cooperation. Ignoring or delaying the conflict.

Conflict Resolution Approaches (Thomas-Kilmann Model): Accommodating

Low assertiveness, high cooperation. Letting the other party win.

Negotiation

1.A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate

2.Occurs in both formal and informal situations

3.Involves interdependence: both sides have something the other wants

Steps in Negotiating:

1. Preparation & Planning

Research interests, set goals, anticipate challenges.

Steps in Negotiating:

2. Definition of Ground Rules

Set guidelines for discussions.

Steps in Negotiating:

3. Clarification & Justification

Share perspectives and justify positions.

Steps in Negotiating:

4. Bargaining & Problem-Solving

Make offers, counteroffers, and reach agreements.

Steps in Negotiating:

5. Closure & Implementation

Finalize and execute the agreement.

BATNA

Best Alternative To a Negotiated Agreement. Determines your walk-away point The stronger your BATNA, the more power you have

BATNA Common Tactics: Anchoring

Setting the tone with the first offer.

BATNA Common Tactics: Framing

Presenting options to shape perception.

BATNA Common Tactics: Silence

Letting discomfort work for you.

BATNA Common Tactics: Bundling

Combining issues to create tradeoffs.

BATNA Common Tactics: Deadline pressure

Creating urgency.

Common Negotiation Mistakes

Failing to prepare, letting emotions control decisions, overvaluing initial offers, ignoring the other party's interests.

Ethical Negotiation Practices

Transparency and honesty, avoiding deception, respecting long-term relationships.

Unethical Behaviors

Misrepresenting information, using intimidation tactics, taking advantage of uninformed parties.