1. MANAGING CONFLICTS OF INTEREST
Joining Together: Group Theory and Group Skills
11th Edition
David W. Johnson
Frank P. Johnson

2. Chapter Nine: Objectives
Understand That Groups Need To Have A Conflict Positive Orientation
Understand Nature Of Conflict Of Interests And Positive Resolutions
Understand In A Conflict There Are Two Concerns: Achieving Goals, Maintaining Relationships
Understand The Five Strategies For Managing Conflicts
Understand How To Control The Occurrence Of Conflicts
Understand The Nature Of Negotiations And The Two Types
Understand The Steps Of Integrative Negotiations
Understand How Intergroup Conflict May Be Resolved Through Superordinate Goals, Decategorizing, Recategorization Into A Common Identity
Understand Contact Theory
Refine Skills In Resolving Conflicts Constructively

3. Conflict Positive Group
Conflict Positive Group: Conflicts Are Encouraged And Managed Constructively To Enhance Group Effectiveness. Focus On Problem Solving.
Conflict Negative Group: Conflicts Are Denied, Suppressed, And Avoided And Managed Destructively. Focus On Winning.

4. What Is Conflict?
Dictionary: A Disagreement, Dispute, Quarrel, Struggle, Fight, Battle
Deutsch:
Whenever Incompatibility Activities Occur;
Activities Are Incompatible When They Prevent, Block, Interfere With The Occurrence Of Each Other

5. Conflict Of Interests Want: Desire For Something
Need: Universal Necessity For Survival
Goal: Desired Ideal State Of Future Affairs
Interests: Potential Benefits To Be Gained By Achieving Goals
Conflict Of Interests: Actions Taken By Person A To Achieve Goals Prevent, Block, Or Interfere With Actions Taken By Person B To Achieve Goals

6. Constructive Resolution Of Conflicts
Agreement That Maximizes Joint Outcomes And Is In All Participants’ Best Interests
Relationship Is Improved
Ability To Resolve Future Conflicts Improved

7. Aggression
Aggression: Physical Or Verbal Behavior Intended To Injure Another
Direct: Behavior Aimed At Hurting Another Person To His Or Her Face
Indirect: Behavior Aimed At Hurting Another Without Obvious Face-To-Face Conflict
Emotional: Hurtful Behavior Stemming From Out-Of-Control Anger
Instrumental: Hurting Another To Achieve A Goal
Displaced: Hurtful Behavior Toward A Person Who Is Not The Causal Agent Of The Provocation
Vicarious: Hurtful Behavior Toward Outgroup Members For Provocation That Had No Personal Consequences But Harmed Fellow Ingroup Member
Frustration-Aggression: Frustration From Failure To Achieve Goals Results In Readiness To Respond In Aggressive Ways

8. In Conflicts There Are Two Concerns:
Your Goals
Unimportant 1 – 2 – 3 – 4 – 5 Important
Your Relationship With The Other Person(s)

9. Strategies Diagram

10. Five Basic Strategies Problem-Solving Negotiations Smoothing
Compromise
Forcing
Withdrawal

11. Considerations For Using Strategies
To Be Competent In Managing Conflicts, You Must Be Able To Engage In All Five Strategies
Some Strategies May Be Enacted Alone, Others Require The Participation Of The Other Disputant
The Strategies Tend To Be Incompatible
Certain Strategies May Deteriorate Into Other Strategies
Whether Problem Solving Or Forcing Is Used Depends On Your Perception Of The Future Of The Relationship
Shadow Of Future Looms Largest When Interactions Are Durable And Frequent

12. Rules For Conflict Strategies
Do Not Withdraw Or Ignore
Do Not “Win”
Assess For Smoothing
Compromise When Time Is Short
Engage In Problem-Solving Negotiations
Use Your Sense Of Humor

13. Controlling Occurrence Of Conflict
Circumstances:
Barriers To Engaging In The Conflict:
Internal: Attitudes, Values, Habit Patterns
External: Tasks, Group Norms, Public Pressure, Physical Separation
Events That Trigger The Conflict
Entry State: Person’s Ability To Deal Constructively With Conflict
Level Of Self-Awareness
Ability To Control Behavior
Communication Skills
Negotiation Skills

14. Negotiations
Process By Which Persons Who Have Shared And Opposed Interests And Want To Come To An Agreement Try To Decide On A Settlement
Win-Lose (Distributive): Each Negotiator Has The Goal Of Reaching An Agreement More Favorable To Oneself Than To The Other Negotiator
Competitive Context
Short-Term Self-Interest
Problem-Solving (Integrative): Each Negotiation Has The Goal Of Reaching An Agreement That Benefits Everyone Involved
Cooperative Context
Long-Term Mutual Interest

15. Important Points About Negotiations
Interdependence In Negotiations:
Participation: It Takes Two To Negotiate
Outcome: It Takes Two To Agree
Information: Depend On Other For Information
Dilemma Of Trust: Believe Or Not Believe
Dilemma Of Honesty: Tell Truth Or Not
Mixed Motive Situation: Both Cooperative And Competitive Elements
Attend To Both Primary And Secondary Gains
Contractual Norms
Norm Of Reciprocity: Reciprocate Other’s Actions
Norm Of Equity: Benefits & Costs Should Be Equal
Time Dimensions: Beginning, Middle, End (Tactics Differ)
Goal Dilemma: Propose Agreement Favorable To Oneself But Not So One-Sided Other Refuses To Agree

16. Distributive Negotiations
Goal Is To Maximize Own Outcomes And Minimize Other’s Outcomes
Trigger Conflict At Time Advantageous For You
Make An Extreme Opening Offer
Compromise Slowly To Create Tough Image, Influence Other’s Expectations
Use Threats, Promises, Take Preemptive Action, Be Persuasive, Commit To Unalterable Position
Be Willing To Walk Away With No Agreement

17. Integrative Negotiations
Goal Is To Maximize Joint Benefits, Reach Agreement That Benefits All Participants
One-Step Negotiations:
Assess Own Interests
Assess Other’s Interests
Whoever Has Most Important Interests At Stake Gets His Or Her Way
Procedure:
Explain What You Want
Describe How You Feel
Explain Your Reasons For Your Wants & Feelings
Reverse Perspectives, Summarize Other’s Wants, Feelings, Reasons
Invent Three Or More Optional Agreements That Maximize Joint Outcomes
Choose Agreement That Seems Wisest

18. Integrative Negotiation Procedure 1
Explain What You Want:
Describe What You Want
Listening To Other’s Wants
Describe Other’s Actions
Define Conflict As Mutual Problem
Define Conflict As Being Small & Specific
Describe Your Feelings
Many Conflicts Cannot Be Resolved Unless Feelings Are Recognized And Dealt With
Builds Close Relationships
Feelings Affect Perceptions, Judgments, Motivations

19. Integrative Negotiations Procedure 2
Exchange Reasons For Positions
Express Cooperative Intentions
Present Your Reasons, Listen To Other’s Reasons
Focus On Wants And Interests, Not Positions
Differentiate Before Integrating
Empower The Other Person
Stay Flexible
Coordinate Motivation To Negotiate In Good Faith
Understand Other’s Perspective
Each Person Has Unique Perspective
Perspective Determines & Organizes Perceptions
Person Has Different Perspectives At Different Times
A Message Is Interpreted Differently From Different Perspectives
Misunderstandings Result When One Assumes Others Share One’s Perspective

20. Integrative Negotiations Procedure 3
Invent Options For Mutual Gain
Avoiding Obstacles
Invent Creative Options
Reach Wise Agreement
Be Fair And Meet Legitimate Goals Of Participants
Specify Responsibilities And Rights Of Everyone Involved:
How Each Person Will Act Differently In Future
How Agreement Will Be Reviewed And Renegotiated If Necessary
Improve Relationship Among Participants
Strengthen Participants Ability To Resolve Future Conflicts
Based On Principals Justified By Objective Criteria

21. Negotiating Steps I Want I Feel My Reasons Are
My Understanding Of You Is
Three Plans Are
Let’s Choose Plan B. Shake.
I Want
I Feel
My Reasons Are
My Understanding Of You Is
Three Plans Are
Let’s Choose Plan B. Shake.

22. Intergroup Conflict
Muzafer Sherif, Robber’s Cave Studies: Conflict Resolution Strategies
Participate In Pleasant Situations
Establishment Of Common Enemy
Superordinate Goals: Compelling Goals That One Group Cannot Achieve Alone
Robert Blake & Jane Mouton:
Before Negotiations
During Negotiations
After Negotiations
Win-Lose Dynamic
Psychodynamic Fallacy
Self-Fulfilling Prophecy

23. Distinction Between “Us” And “Them”
Intergroup Competition
Ingroup-Outgroup Bias: We Have More Favorable Views Of Groups To Which We Belong
Social Identity And Social Categorization Theories
Decategorization: Personalizing Interaction
Recategorization: Building A Common Ingroup Identity

24. Contact Theory
Cooperative (As Opposed To Competitive And Individualistic) Efforts
Personal (As Opposed To Impersonal) One-On-One (As Opposed To Group) Interactions
Support (As Opposed To Opposition) From Social Norms And Authorities For Contact
Equal (As Opposed To Unequal) Status

25. Additional Conditions
Salience Of Social Categories. Salience May Be Reduced By:
Making Shared Categories Relevant
Equal Representation Of Groups
Common Identity
Intergroup Friendship

26. Problems With Contact Theory
Proliferation Of Required Conditions Makes Theory Meaningless
Lack Of Specificity Of How Contact Results In Positive Relationships (Social Judgment Theory Addresses This Issue)
Individual-To-Individual (Not Group-To-Group) Focus

27. Mediation
1. Mediation Exists When An Impartial Third Party Assists Two Or More People In Negotiating A Constructive Resolution To Their Conflict.
2. Arbitration: Binding Settlement Of A Conflict Determined By A Disinterested Third Party

28. Major Points Groups Need To Have A Conflict Positive Orientation
In A Conflict Of Interests There Are Two Concerns: Achieving Goals, Maintaining Relationships
There Are Five Strategies To Manage Conflicts (Forcing, Withdrawing, Smoothing, Compromising, Problem Solving)
Occurrence Of Conflict May Be Controlled By Circumstances & Entry States
There Are Two Types Of Negotiations (Distributive & Integrative)
Integrative Negotiations Has Six Steps (Explain Wants, Describe Feelings, Explain Reasons, Reverse Perspectives, Create Optional Agreements, Select One)
Intergroup Conflict May Be Resolved Through Superordinate Goals, Decategorizing, Recategorization Into A Common Identity
Contact Theory Provides Framework For Reducing Intergroup Conflict (Cooperation, Personal Interactions, Support From Authorities, Equal Status)