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 vs. functional conflict: Dysfunctional conflict threatens an organization's interests and functional conflict is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give-and-take 

  • Task-related conflict: occurs when people focus their discussion around the issue while showing respect for people with other points of view

  • Relationship conflict: interpersonal opposition based on personal dislike or disagreement. This often characterized by feelings of annoyance, frustration, and hostility and stems from personality clashes, differences in values, or emotional interactions 

  • The 5 interpersonal conflict handling styles:

    • Problem solving: tries to find a solution that is beneficial for both parties (win-win orientation)

    • Forcing: tries to win the conflict at the other’s expense (win-lose orientation)

    • Avoiding: tries to smooth over or avoid conflict situations altogether

    • Yielding: giving in completely to the other side’s wishes

    • Compromising: looking for a position in which your 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): 

BATNA estimates your power in the negotiation → represents the estimated cost of walking away from the relationship 

Problem: people tend to overestimate their BATNA (overconfidence)

  • Power: the relative capacity to modify others states by providing or withholding resources or administering punishments 

  • the capacity results because one person controls resources that another person values (dependence)

  • resources can be material (money) or social (knowledge, friendship) 

  • Bases of power (including the 5 types):

    • Reward: derived from a person’s ability to control the allocation of rewards 

    • Coercive: derived from the ability to apply punishment 

    • Legitimate: derived from formal authority to make decisions and ability to administer feelings of obligation or responsibility 

    • Expert: derived from valued knowledge, information, or expertise that an individual has contin

    • Referent: derived from others wanting to identify or be associated with an individual