Conflict and Power

Conflict

A process in which one party perceives that his or her interests are being opposed or negatively affected by another party.

Dysfunctional conflict

Threatens an organization's interests.

Functional conflict

Characterized by consultative interactions, a focus on issues, mutual respect, and useful give-and-take.

Task-related conflict

Occurs when people focus their discussion around the issue while showing respect for others' viewpoints.

Relationship conflict

Interpersonal opposition based on personal dislike or disagreement, often characterized by feelings of annoyance, frustration, and hostility.

Problem solving

A conflict handling style that tries to find a solution beneficial for both parties (win-win orientation).

Forcing

A conflict handling style that tries to win the conflict at the other’s expense (win-lose orientation).

Avoiding

A conflict handling style that tries to smooth over or avoid conflict situations altogether.

Yielding

A conflict handling style that involves giving in completely to the other side’s wishes.

Compromising

A conflict handling style that looks for a position in which losses are offset by equally valued gains.

Optimal conflict perspective

Organizations are most effective when employees experience some level of conflict, but become less effective with high levels of conflict.

Negotiation

The process whereby two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence.

Claiming value

Trying to obtain the best possible outcomes for yourself.

Creating value

Trying to obtain the best possible outcomes for both parties.

BATNA (Best Alternative to a Negotiated Agreement)

Represents the estimated cost of walking away from the relationship and estimates your power in the negotiation.

Power

The relative capacity to modify others' states by providing or withholding resources or administering punishments.

Reward power

Derived from a person’s ability to control the allocation of rewards.

Coercive power

Derived from the ability to apply punishment.

Legitimate power

Derived from formal authority to make decisions and administer feelings of obligation or responsibility.

Expert power

Derived from valued knowledge, information, or expertise that an individual possesses.

Referent power

Derived from others wanting to identify or be associated with an individual.