PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Chapter 3 Conflict

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Conflict Management Instructor: Erlan Bakiev, Ph. D.

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Chapter 3 Conflict Conflict may be real or imagined. Conflict may be real or imagined. Incompatibility is necessary for conflict to exist. Incompatibility is necessary for conflict to exist. Incompatibility may be real or imagined. Incompatibility may be real or imagined. Interdependence is necessary for conflict to exist. Interdependence is necessary for conflict to exist. Interdependence may be real or imagined. Interdependence may be real or imagined. CONFLICT IS EVERYWHERE

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Conflict Approach One ’ s approach may be positive or negative. One ’ s approach may be positive or negative. One ’ s approach affects perceptions, strategy, and results. One ’ s approach affects perceptions, strategy, and results.

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Schools of Thought Traditional view: Conflict should be avoided; because it is bad. Traditional view: Conflict should be avoided; because it is bad. Human relations view: Conflict is natural; and, it is sometimes good and sometimes bad. Human relations view: Conflict is natural; and, it is sometimes good and sometimes bad. Interactionist view: Conflict is inevitable; and, it is necessary for healthy development. Interactionist view: Conflict is inevitable; and, it is necessary for healthy development.

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Conflict serves a communication function. Conflict serves a communication function. Conflict may aid in consensus and integration. Conflict may aid in consensus and integration. Conflict may create disintegration and destruction. Conflict may create disintegration and destruction.

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Chaos and Complexity Theory Systems—dyads, triads, groups, organizations— maintain an invisible order. Systems—dyads, triads, groups, organizations— maintain an invisible order. Systems sustain themselves—optimal or not. Systems sustain themselves—optimal or not. System intervention can create desired level or order. System intervention can create desired level or order. System intervention can create positive conflict and results. System intervention can create positive conflict and results.

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Systems Theory The whole is greater than the sum of its parts. The whole is greater than the sum of its parts. The systems contains subsystems. The systems contains subsystems. The system and its subsystems dynamically interact with each other and with the external environment. The system and its subsystems dynamically interact with each other and with the external environment. Systems theory is the study of parts, elements, relationships, and processes. Systems theory is the study of parts, elements, relationships, and processes.

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Systems Thinking Look for parts, roles, and relationships. Look for parts, roles, and relationships. Analyze processes. Analyze processes. Examine how the system sustains itself. Examine how the system sustains itself. Diagnose system conflict as constructive or not. Diagnose system conflict as constructive or not. Use sociograms or other depictions. Use sociograms or other depictions.

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Conflict Strategies Manage Manage Use Use Resolve Resolve Through Negotiation

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Managing conflict is using it for positive, constructive outcomes. Managing conflict is using it for positive, constructive outcomes. Resolving conflict is getting rid of it. Resolving conflict is getting rid of it. Avoiding conflict is doing nothing—at the moment. Avoiding conflict is doing nothing—at the moment.

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Avoiding conflict may be managing it! Avoiding conflict may be managing it!  If the conflict is constructive, letting it function may be a sound strategy.  If the time for intervention is wrong, temporarily avoiding may be a sound strategy.

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Three Basic Choices Try to change the other person. Try to change the other person. Try to change the situation. Try to change the situation. Change yourself. Change yourself.