OBJECTIVES

AFTER THIS PRESENTATION WE WILL BE

ABLE TO:

1. Define conflict.
2. Conflict Indicators
3. When Conflict is constructive.
LEARNING

4. When Conflict is destructive.

5. Differentiate between the traditional, human relations,
and interactionist views of conflict.
6. Contrast task, relationship, and process conflict.
7. Outline the conflict process.
8. Describe the five conflict-handling intentions.
9. Contrast distributive and integrative bargaining.
O B J E C T I V E S (cont’d)

7. Identify the five steps in the negotiating

process.
8. Describe cultural differences in negotiations.
LEARNING
About Conflict
 Conflict is when two or more values, perspectives and
opinions are contradictory in nature and haven't been
aligned or agreed about yet, including:

1. Within yourself when you're not living according to your

values;
2. When your values and perspectives are threatened; or
3. Discomfort from fear of the unknown or from lack of
fulfillment.

Conflict is inevitable and often good, for example, good

teams always go through a "form, storm, norm and
perform" period. Getting the most out of diversity means
often-contradictory values, perspectives and opinions.
Beginning of conflict
 Poor communication

 Seeking power

 Dissatisfaction with management style

 Weak leadership

 Lack of openness

 Change in leadership
Conflict indicators:
 Body language
 Disagreements, regardless of issue
 Withholding bad news
 Surprises
 Strong public statements
 Airing disagreements through media
 Conflicts in value system
 Desire for power
 Increasing lack of respect
 Open disagreement
 Lack of candor on budget problems or other sensitive issues
 Lack of clear goals
 No discussion of progress, failure relative to goals, failure to
evaluate the superintendent fairly, thoroughly or at all.
Conflict is constructive when it:
 Results in clarification of important problems and
issues.
 Results in solutions to problems
 Involves people in resolving issues important to
them
 Causes authentic communication
 Helps release emotion, anxiety, and stress
 Builds cooperation among people through
learning more about each other;
 joining in resolving the conflict
 Helps individuals develop understanding and
skills
 Energizes work to be on the most appropriate
issues.
 Helps people "be real", for example, it motivates
them to participate.
 Helps people learn how to recognize and benefit
from their differences.

Conflict is not the same as discomfort. The

conflict isn't the problem - it is when conflict is
poorly managed that is the problem.
Conflict is destructive when it:
 Takes attention away from other important activities
 Undermines morale or self-concept
 Polarizes people and groups, reducing cooperation
 Increases or sharpens difference
 Leads to irresponsible and harmful behavior, such as
fighting, name-calling
 Hampers productivity
 Lowers morale.
 Causes more and continued conflicts.
 Causes inappropriate behaviors
To Manage a Conflict Within Yourself - "Core Process"

 Name the conflict, or identify the issue, including

what you want that you aren't getting. Consider:
a. Writing your thoughts down to come to a
conclusion.
b. Talk to someone, including asking them to help
you summarize the conflict in 5
sentences or less.
 Get perspective by discussing the issue with your
friend or by putting it down in writing. Consider:
a. How important is this issue?
b. Does the issue seem worse because you're tired,
angry at something else, etc.?
c. What's your role in this issue?
 Pick at least one thing you can do about the
conflict.
a. Identify at least three courses of action.
b. For each course, write at least three pros and
cons.
c. Select an action - if there is no clear course of
action, pick the alternative that
will not hurt, or be least hurtful, to yourself and
others.
d. Briefly discuss that course of action with a
friend
Transitions in Conflict Thought

Causes:
Causes:
•• Poor
Poorcommunication
communication
•• Lack
Lackofofopenness
openness
•• Failure
Failureto
torespond
respondto
to
employee
employeeneeds
needs
Transitions in Conflict Thought (cont’d)
Functional versus Dysfunctional Conflict
Types of Conflict
The Conflict Process
Stage I: Potential Opposition or Incompatibility
 Communication
Differing word connotations, jargons, insufficient exchange
of information and noise in communication channel.
– difficulties, misunderstandings.
 Structure
– Size and specialization of jobs
– Jurisdictional clarity/ambiguity
– Member/goal incompatibility
– Leadership styles (close or participative)
– Reward systems (win-lose)
– Dependence/interdependence of groups
 Personal Variables
– Differing individual value systems
– Personality types
Stage II: Cognition and Personalization
Stage III: Intentions

Cooperativeness:
Cooperativeness:
• • Attempting
Attemptingtotosatisfy
satisfythe
the
other party’s concerns.
other party’s concerns.
Assertiveness:
Assertiveness:
• • Attempting
Attemptingtotosatisfy
satisfy
one’s
one’sown
ownconcerns.
concerns.
Dimensions of Conflict-Handling Intentions
Stage III: Intentions (cont’d)
Dimensions of Conflict-Handling Intentions
Stage III: Intentions (cont’d)
Stage IV: Behavior

This is where the conflict

becomes visible. It
includes the statements,
actions & reactions made
by the conflicting parties.
Conflict-Intensity Continuum
Stage IV: Conflict Resolution Techniques

•• Problem
Problemsolving
solving
•• Superordinate
Superordinategoals
goals
•• Expansion
Expansionofofresources
resources
•• Avoidance
Avoidance
•• Smoothing
Smoothing
•• Compromise
Compromise
•• Authoritative
Authoritativecommand
command
•• Altering
Alteringthe
thehuman
humanvariable
variable
•• Altering
Alteringthe
thestructural
structuralvariables
variables
Stage IV: Conflict Stimulation Techniques

•• Communication
Communication
•• Bringing
Bringingininoutsiders
outsiders
•• Restructuring
Restructuringthe
theorganization
organization
•• Appointing
Appointingaadevil’s
devil’sadvocate
advocate
Stage V: Outcomes
 Functional Outcomes from Conflict
– Increased group performance
– Improved quality of decisions
– Stimulation of creativity and innovation
– Encouragement of interest and curiosity
– Provision of a medium for problem-solving
– Creation of an environment for self-evaluation
and change
Stage V: Outcomes (cont’d)
 Dysfunctional Outcomes from Conflict
– Development of discontent
– Reduced group effectiveness
– Retarded communication
– Reduced group cohesiveness
– Infighting among group members overcomes
group goals
Negotiation
Bargaining Strategies
Distributive versus Integrative Bargaining
Staking Out the Bargaining Zone
 The
Negotiation
Process
Issues in Negotiation
 The Role of Personality Traits in Negotiation
– Traits do not appear to have a significantly
direct effect on the outcomes of either
bargaining or negotiating processes.
 Gender Differences in Negotiations
– Women negotiate no differently from men.
– Men and women with similar power bases use
the same negotiating styles.
– Women’s attitudes toward negotiation and their
success as negotiators are as favorable as
men’s.
Third-Party Negotiations
Third-Party Negotiations (cont’d)
Why U.S. Managers Might Have Trouble in Cross-
Cultural Negotiations
Conflict and Unit Performance
Conflict and Unit Performance (cont’d)
 Understandings
 Conflict can make us more aware of the problem.
 Conflict encourages change.
 Conflict energizes and increase motivation to deal.
 Being in conflict often sparks curiosity and stimulates interest.
 Better decisions are often made when there is a disagreement
about what decisions should be taken among the people.
 Conflict helps you to understand what you are like a person.
 Conflict can deepen and enrich our relationship, strengthening
each person's convictions.
 Understandings
 Conflict is a process in which an effort is purposely
made by x to offset the efforts of y trying some form
of blocking that will result in frustrating y in attaining
his /her goals or furthering his/her interests.

Conflict is a pervasive and inevitable

part of our relationships and leads
to growth and development
--------- if you have the skill to
manage it.