CH 13 Conflict and Negotiation
CH 13 Conflict and Negotiation
CH 13 Conflict and Negotiation
Negotiation
Chapter 13
Conflict Defined
A process that begins when one party perceives that another party has
negatively affected, or is about to negatively affect, something that the
first party cares about.
Conflict primarily deals with perception. If nobody thinks there is
conflict, then no conflict exists.
Conflict can be experienced in an organization through many different
avenues.
Incompatibility of goals
Differences over interpretations of facts
Disagreements based on behavioral expectations
Transitions in Conflict Thought
Traditional View of Conflict
The belief that all conflict is harmful and must be avoided
Prevalent view in the 1930s-1940s
This view held that conflict resulted from:
Poor communication
Lack of openness
Failure to respond to employee needs
All these things are negative and can be fixed so management thought
that conflict could be fixed and should be fixed.
Continued Transitions in Conflict Thought
Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in any
group
Prevalent from the late 1940s through mid-1970s
Interactionist View of Conflict
The belief that conflict is not only a positive force in a group but that it
is absolutely necessary for a group to perform effectively
Current view
Forms of Interactionist Conflict
Types of Interactionist Conflict
Task Conflict
Conflicts over content and goals of the work
Low-to-moderate levels of this type are FUNCTIONAL
Relationship Conflict
Conflict based on interpersonal relationships
Almost always DYSFUNCTIONAL
Process Conflict
Conflict over how work gets done
Low levels of this type are FUNCTIONAL
The Conflict Process
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