1. Conflict and Negotiation

2. Learning goals
Conflict, whether it is expressed or not, is a normal process of social interaction.
Conflict needs to managed effectively.
Different ways to manage conflict: need to have flexibility to and wisdom to decide which one is most effective.
The are of negotiation: cooperation vs competition.

3. Everyone
Write down a situation on a sheet of paper in which you experienced disagreement/conflict—best if work, student group, or volunteer organizations. Current one would even be better. Who was conflict with: what was the source of conflict. Did it get resolved. How? Will turn it in later for points. Something you can share with others.

4. conflict
Book definition: a process when one party perceives that another party has negatively affected, or is about to negatively affect something that the first party cares about.
Implies that conflict appears to be negative.

5. Question Conflict destroys harmony OR
Conflict is the means by which harmony is created.

6. Is conflict Functional—improves performance over the long term OR
Dysfunctional—hinders performance over the long term.

7. Examples of Functional conflict
Saturn and Car manufacturer Union and Management
Book lists Tokyo String quartet p. 389
Management style promotion of conflict among subordinates (Eisner and Disney).

8. Stage V: Functional Outcomes
Improve quality of decisions
Boost innovation and creativity
Allow for interest and curiosity
Vent problems and tensions
Promote self-evaluation

9. Examples of Dysfunctional Conflict
Organizational change efforts. Dragonfly airlines (often vertical conflict).
A person voted against me when I was promoted to Full Professor.
Problems between store managers and warehouse.
Between production and R and D.

10. When does functional conflict become dysfunctional?
Unresolved conflict
Character/Personality attributions
Conflict interferes with trust
Communication impediments
In Hong Kong—reflect on conflicts. Which is most common? Share and meet in teams.

11. Stage V: Dysfunctional Outcomes
Impede communication
Reduce cohesiveness
Replace goals with infighting
Halt group functioning
Threaten group survival

12. Conflict and Unit Performance
High
Unit Performance A B C
Low
Level of Conflict
High
Situation
Conflict Level
Conflict Type
Internal Characteristics
Outcomes A B C
Low or none
Optimal
High
Dysfunctional
Functional
Apathetic, stagnant
Viable, innovative
Disruptive, chaotic
Low
High

13. Cognition and Personalization
The Conflict Process
Stage I
Potential Opposition
Stage III
Intentions
Stage V
Outcomes
Antecedent Conditions:
Communication
Structure
Personal Variables
Conflict-Handling
Intentions:
Competition
Collaboration
Accommodation
Avoidance
Compromise
Increased
Group
Performance
Decreased
Group
Performance
Perceived
Conflict
Felt
Conflict
Overt Conflict:
Party’s Behavior
Other’s Reaction
Stage II
Cognition and Personalization
Stage IV
Behavior

14. Be familiar with whole model for exam
Highlight more important elements.

15. What causes conflict? Case Brenda and Compensation.
What is causing this?

16. Book Lists
Communication—too much, too little, incorrect information, miscommunications.
Structure—different goals, different reward systems, different work styles, different leadership styles. Mostly interunit conflict.
Personality—authoritarian, differences in personality (such as decision making styles). Come to Personality later in the course. Agreeable/adaptable people avoid conflict.

17. Meet in Teams to discuss what could be done to prevent this.
Good management is the prevention of dysfunctional conflict.

18. Stage 3 intentions conflict management
Strategies to approach perceived or felt conflict.
Self test complete know. Turn it in for participation points later. Share results with team members. Feedback for more effective groups in a bit.

20. collaborating
Problem solving. One side expresses concerns, other side expresses concerns, find common goal. Work to find a creative solution the meets the concerns of both sides. Sides agree only when mutually acceptable. No pressure is applied.
Easier with perceived conflict

21. accommodating Cooperation--the other side is right.
Easy to do, hard to say for competitive people.
Depends on level of importance or perceived threat.

22. competing I’m right and rationalize why. Argumentative.
Resorting to strong power strategies--Use of Coercion--I will do X.
Sometimes use incentives (leads to obliging by other side).
Win at all costs.
Normal with felt conflict

23. Avoiding Some find this easy to do.
Problems disappear. (Mountains and molehills).
People with more work experience more likely to do this.

24. Compromising Mutual give and take. Neither side gets their goals met.
Less than perfect solutions.
Lots of negotiation.

25. Effectiveness
Good supervisors say collaborating and accommodating are used more frequently
Poor supervisors say collaborating and competing used more frequently.

26. Research also suggests
May be effective to use anyone at any time.
Avoiding--heated
Competing--quick solutions; resources to counter resistance.
Compromising--values (no clear right and wrong).
Accommodating—do not pick fights you are going to loose.

27. Good Managers need the skills to do all of these
Good Managers need the skills to do all of these! Hard for some to do given personalities and natural tendencies.

28. Negotiation

29. The Two Types of Negotiating Strategies
Bargaining
Characteristics
Distributive
Bargaining
Integrative
Bargaining
Available Resources
Primary Motivations
Primary Interests
Focus of Relationships
Fixed Amount
I Win, You Lose
Opposed
Short-Term
Variable Amount
I Win, You Win
Congruent
Long-Term

30. Role play
Count off by 3s.

31. Summary and feedback
Go back to conflict. Reflect: Functional/ dysfunctional. Think of your current intentions for conflict management. Use the same or different. How can you apply the concepts if Different. What did you do successfully?
Two things you can do to address conflicts?Current/future conflicts.