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Reading: R&J Chapter 14
conflict
a process that begins when one party perceives that another party has negatively affected, or is about negatively affect, something that the first part cares about
functional conflict
supports the goals of the group and improves its performance
dysfunctional conflict
conflict that hinders group performance
relationship conflict
conflict based on interpersonal relationships
almost always dysfunctional
most psychologically exhausting
only weakly related to how well the team performs
task conflict
conflict over content and goals of the work
correlates to higher group performance
slightly reduces the extent to which people collaborate
strong negative effect on trust
process conflict
over delegation and roles
often highly personalized
complicating conflict
types of conflict occurring at the same time
if task and relationship: relationship = more negative
tend to stabilize over time
dyadic conflict
occurs between two people
intergroup conflict
occurs between different groups/teams
intragroup conflict
occurs within a group or team
Stage 1 of the Conflict Process
potential opposition or incompatibility
communication
structure
personal variables
Stage 2 of the Conflict Process
cognition and personalization
perceived conflict
felt conflict
where conflict issues tend to be defined
emotions play major role in shaping perceptions
perceived conflict
awareness by one or more parties of the existence of conditions that create opportunities for conflict
felt conflict
emotional involvement in a conflict that creates anxiety, tension, frustration, or hostility
Stage 3 of the Conflict Process
intentions
intervene between people’s perceptions and emotions and behavior
two dimensions: assertiveness and cooperativeness
intentions
decisions to act in a particular way
five conflict-handling intentions
competing
collaborating
avoiding
accomodating
compromising
Stage 4 of the Conflict Process
behavior
overt threats
aggressive physical attacks
threats and ultimatums
assertive verbal attacks
overt questioning
minor disagreements
Stage 5 of the Conflict Process
outcomes
consequences
workplace conflict is normally dysfunctional
functional outcomes of conflict
can improve quality of decisions, stimulate creativity, air tensions
conflict is an antidote for groupthink
dysfunctional outcomes of conflict
poor communication, reduction in group cohesiveness, subordination of group goals in exchange for primacy of infighting
conflict management
the use of resolution and stimulation techniques to achieve the deserved level of conflict
targets three domains: strategy, function, and worker
recognize when there really is a disagreement
cultural influences
cross-cultural negotiations can lead to trust issues
less discovery of common interests between parties
negotiaton
a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them
distributive bargaining
negotiation that seeks to divide up a fixed amount of resources
a win-lose situation
“any gain I make is at your expense”
integrative bargaining
negotiation that seeks one or more settlements that can create a win-win solution
both parties need to be engaged for this to work
intraorganizational
integrative is preferred
forms/builds relationships
the negotiation process: the preparation and planning
know the conflict, the “enemy” and your goals
determine BATNA (best alternative to a negotiated agreement; the least an individual should accept)
set phantom BATNAs (for anchoring bias)
the negotiation process: define ground rules, clarification and justification
explain, amplify, clarify, bolster, and justify original demands
does not have to be confrontational
the negotiation process: bargaining and problem solving
both parties make concessions
the negotiation process: closure and implementation
concede
personality traits in negotiations
when the negotiations have similar personalities, they tend to reach agreement faster
self-efficacy consistently relates to negotiation outcomes
good to be confident
moods/emotions in negotiations
negotiatiors that show anger are likely to induce concessions if the anger is real and you have at least as much power as your counterpart
more anxiety = more deception
worse outcomes because expect less
if lower in power: sadness
culture and race in negotiations
people negotiate effectively within cultures than more between them
for cross-cultures: important to be high in openness
emotions are culturally sensitive
gender in negotiations
influence in gender is context dependent
women are less likely to intiate
reputation
having a reputation for being trustworthy matters
relationships
repeated negotiation is built on trust broaden the range of options
mediator
neutral third party who facilitates a negotiated solution using reasoning, persuasion, and suggestions for alternatives
arbitrator
a third party who has the authority to dictate an agreement
concilator
a trusted third party who provides an information communication link between negotiator and partner
Note 
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