2. Learning Objectives
1. Define conflict.
2. Differentiate between the traditional, human
relations, and integrationist views of conflict.
3. Contrast task, relationship, and process conflict.
4. Outline the conflict process.
5. Describe the five conflict-handling intentions.
6. Contrast distributive and integrative bargaining.
7. Identify the five steps in the negotiating process.
8. Describe cultural differences in negotiations.
3. What is Conflict?
What is Conflict?
– Is 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
– Or simply disagreement between the two or more
persons on any point.
9. Transitions in Conflict Thought
Transitions in Conflict Thought
Traditional View of Conflict
The belief that all conflict is harmful and must be
Human Relations View of Conflict
The belief that conflict is a natural occurrence in all
groups and organization.
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
10. Functional versus Dysfunctional Conflict
Functional versus Dysfunctional Conflict
Conflict that supports the goals of
the group and improves its
Conflict that hinders
11. Types of Conflict
Types of Conflict
Conflicts over content and goals
of the work.
Process Conflict/ organizational conflict
Conflict over how work gets done.
Conflict based on interpersonal
relationships. These conflicts are almost
16. Avoidance Is Appropriate When...
You have no chance of satisfying your concerns
let people cool down
Accommodation Is Appropriate When ...
You realize you are wrong
Issue is much more important to other party
To build up credit for later negotiations
To preserve harmony
Competition Is Appropriate When...
No long term relationship
To protect yourself against untrustworthy parties
Unpopular courses of action need implementation
Issues are vital to your welfare
Collaboration Is Appropriate When ...
Both parties’ concerns are too important to be
To gain commitment
Time is not an issue
Compromising Is Appropriate When ...
Goals are less important to you than
Mutually exclusive goals
To achieve temporary settlements
Under intense time pressure
18. Conflict Resolution Techniques
Conflict Resolution Techniques
Playing down differences while emphasizing common
interests between the conflicting parties.
Management uses its formal authority to resolve the
Altering the human variables.
Uses behavioral change techniques as human
relations training and alter attitude and behaviors that
A process in which two or more parties exchange
goods or services and attempt to agree on the
exchange rate for them.
The Best Alternative To a
Negotiated Agreement; the
lowest acceptable value
(outcome) to an individual
for a negotiated agreement.
22. What is the most important strategy for
encouraging integrative bargaining?
Focusing on the problem, not the people
Focusing on interests, not demands
Creating new options for joint gain
Focusing on what is fair
23. Tips for Managing
Tips for Managing
Build good relationships before
Do not let small problems escalate;
deal with them as they arise
Listen to others’ perspectives on the
Acknowledge feelings before
focusing on facts
Focus on solving problems, not
If you can’t resolve the problem, turn
to someone who can help
Remember to adapt your style to the
situation and persons involved