©Prentice Hall, 2001Chapter 131 Negotiation and Conflict

©Prentice Hall, 2001Chapter 132 Traditional View Human Relations View Interactionist View Transitions in Conflict Thought

©Prentice Hall, 2001Chapter 133 Functional Versus Dysfunctional Conflict Task Conflict Relationship Conflict Process Conflict

©Prentice Hall, 2001Chapter 134 The Conflict Process Antecedent Conditions: Communication Communication Structure Structure Personal Variables Personal Variables PerceivedConflictFeltConflict Overt Conflict: Party’s Behavior Party’s Behavior Other’s Reaction Other’s Reaction GroupPerformance Conflict-HandlingIntentions: Competition Competition Collaboration Collaboration Accommodation Accommodation Avoidance Avoidance Compromise Compromise Stage 1 Potential Opposition Stage3 Intentions Stage 5 Outcomes Stage 4 Behavior Stage 2 Cognition and Personalization

©Prentice Hall, 2001Chapter 135 Stage IV: Behavior and Conflict Intensity Annihilatory Conflict No Conflict Overt efforts to destroy the other party Aggressive physical attacks Threats and ultimatums Assertive verbal attacks Overt questioning or challenging of others Minor disagreements or misunderstandings

©Prentice Hall, 2001Chapter 136 Authoritative Command Subordinate Goals Resource Expansion AvoidanceSmoothingCompromise Human Variables Structural Variables Conflict Resolution Techniques Problem Solving

©Prentice Hall, 2001Chapter 137 Devil’s Advocate Outsiders Restructuring Communication Conflict Stimulation Conflict Stimulation

©Prentice Hall, 2001Chapter 138 Stage V: Outcomes Functional Dysfunctional Functional Dysfunctional Impede communication Reduce cohesiveness Replace goals with infighting Halt group functioning Threaten group survival Improve quality of decisions Boost innovation and creativity Allow for interest and curiosity Vent problems and tensions Promote self-evaluation

©Prentice Hall, 2001Chapter 139 Conflict and Unit Performance Unit Performance High Low Level of Conflict High ABC Situation ABCABC Conflict LevelConflict TypeInternal CharacteristicsOutcomes Low or none Optimal High Dysfunctional Functional Dysfunctional Apathetic, stagnant Viable, innovative Disruptive, chaotic Low High Low

©Prentice Hall, 2001Chapter 1310 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 Integrative Bargaining Distributive Bargaining Characteristics Negotiating Strategies

©Prentice Hall, 2001Chapter 1311 The Process of Negotiation Preparation and Planning Definition of Ground Rules Clarification and Justification Bargaining and ProblemSolving Closure and Implementation