Conflict + Negociation

conflict

one party perceives its interests are being opposed/set back by another party

oppositional behavior between individuals within groups

precursors of conflict

incompatible personalities/value systems

overlapping/unclear job boundaries

competition for limited resources

inadequate communication

interdependent tasks

organizational complexity

unreasonable/unclear policies, standards, or rules

cognitive states

differences in perception, interpretation, attributions, opinions, beliefs, etc.

a disagreement over ends/goals to be pursued + the means for their accomplishment (also called substantive conflict)

affective states

anger, tension, anxiety, discomfort, insecurity, + other such feeling states

arising out of interpersonal incompatibilities + involves feelings of anger, fear, mistrust, resentment, etc. (also called emotional conflict)

behavioral states

overt + covert resistance

negotiation

a process by which two or more parties make decisions + do not have identical preferences

the work of negotiation is to identify possible agreements, estimate the desirability of outcomes to all parties, understand the other parties, communicate + persuade

competitive style

try to gain all there is to gain

accommodative style

to be willing to yield all there is to yield

avoiding style

to stay out of the negotiation

compromising style

to try to split the difference or find an intermediate point

collaborative style

to try to find the maximum possible gain to both parties - by careful exploration of interest

what to keep in mind when negociating

interests v. positions, tangibles v intangibles, sources of power

sources of power

positional power/power of legitimate authority, rewards, sanctions, force, information, expertise, charisma (referent/moral authority), commitment, relationship

BANTA

best alternative to a negotiated agreement