Conflict

overt conflict

parties aware of conflict

How does conflict vary 

intensity and importance 

significance of outcomes 

causes of conflict 

interests 

perceptions

can be interpersonal or structural

Interests 

all individuals have interests but they may not be the same

perceptions

perceived clash of interests creates conflcits

interpersonal conflicts

Incompatible goals and values

communication

negative workplace behavior

organizational conflicts 

differentiation 

interdependence 

scarce resources 

ambiguity 

Unitarist view of conflict

conflict is dysfunctional and avoidable

interactionist view 

conflict can be functional or dysfunctional, functional conflict should be encouraged

focused-conflict view

some specific cases where conflict can be beneficial

Example of focused conflict view

facilitating discussion

types of conflict in teams

task conflict (what)

process conflict (how)

relationship conflict (who)

task conflict 

differences arise over legitimacy of task 

process conflict

differences arise over how to achieve task

relationship conflict

interpersonal differences: mostly destructive

Can conflict be eliminated

there will always be conflict, it can be managed but not eliminated entirely

five stages of conflict process 

potential opposition 

cognition and personalization 

conflicting handling styles 

behavior 

outcome

potential opposition

one or more causes present providing potential for overt conflict

note for potential opposition

presence of causes are necessary but not sufficient for conflict to emerge, something needs to trigger the conflict 

cognition and personalization

conditions in stage one threatens the interests of one or more parties making conflict a reality

cognition/perception 

one or more parties becomes aware of the conflict 

personalization/felt conflict

one or more parties experiences conflict

caveat for stage 2

no need to go further after becoming aware of conflict unless a group experiences it

Conflict handling styles

forcing

problem-solving

avoiding

yielding

compromising

forcing 

I will pursue my own interests regardless of the cost to the other 

problem-solving

we seek mutually acceptable outcomes

Avoiding

i can’t deal with this

yielding

I will sacrifice my interests for the sake of others

compromising 

we both sacrifice some of our interests 

what is considered for conflict handling 

different aspects of the relationship, emotions, conflict handling of other party

Behavior

behaviors emphasize conflict resolution or intensification

What are behaviors informed by

intentions

conflict handling style

level of conflict

functional outcomes 

highlights problems that were ignored 

challenges group think 

encourages new ideas bringing innovation

Potential dysfunctional outcomes

negative emotions and stress

reduces communication for coordination

destroys group cohesion

distributive bargaining goal

get as much of pie as possible

motivation in distributive bargaining

win -lose

focus in distributive bargaining

you can’t go beyond this point 

interests in distributive bargaining

opposing interests

information sharing in distributive bargaining

low information sharing

duration of relationship in distributive bargaining

short-term

goal in integrative bargaining

expand pie so both parties satisfied

Motivation in integrative bargaining

win - win

Focus in integrative bargaining

why is the issue important to the other party

information sharing in integrative bargaining

high

duration of relationship in integrative bargaining

long term

negotiation

conflict of interest between parties, people believe it is possible to get a better deal by influencing the outcome rather than taking what is offered

what do parties fall back on in negotiation

the best alternative to a negotiated agreement

preparing for negotiation 

figure out what you want 

what information you can get on others and their interests

who makes first offer 

can you mix high and low value items