review of conflicts and
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Conflicts
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Transitions in Conflict Thought
Causes:
Poor communication
Lack of openness
Failure to respond toemployee needs
Traditional view of conflict:The belief that all conflict is harmful and must be
avoided.
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Transitions in Conflict Thought
(contd)Human Relations View of Conflict
The belief that conflict is a natural and inevitable
outcome in any group.
Interactionist View of Conflict
The belief that conflict is not only a positive force ina group but that it is absolutely necessary for agroup to perform effectively.
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Types of Conflict
Task Conflict
RelationshipConflict
Process Conflict
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Conflict Process
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Stage 1 : Potential Opposition or
IncompatibilityCommunication
Structure
Personal Variables
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Stage 2 : Cognition and
Personalization
Positive FeelingsNegative Emotions
Conflict Definition
Perceived ConflictAwareness by one or moreparties of the existence ofconditions that create
opportunities for conflict toarise.
Felt ConflictEmotional involvement in aconflict creating anxiety,tenseness, frustration, or
hostility.
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Stage 3 : Intentions
Decisions to act in a given way
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Stage 4 : Behavior
Conflict Management:
The use of resolution and stimulationtechniques to achieve the desired level of conflict .
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Stage 5: 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
Creating Functional Conflict
Reward dissent and punish conflict avoiders.
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Negotiation:
Negotiation:
A process in which two or more parties exchange
goods or services and attempt to agree on theexchange rate for them.
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Distributive versus Integrative
Bargaining
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NegotiationProcess
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PersonalityTraits:
Moods andEmotions
Gender Differences
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Third-Party Negotiations Four Basic Third-Party Roles
Mediator
A neutral third party who facilitates anegotiated solution by using reasoning,persuasion, and suggestions for alternatives
Arbitrator
A third party to a negotiation who has theauthority to dictate an agreement.
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ConciliatorA trusted third party who provides aninformal communication link between thenegotiator and the opponent.
ConsultantAn impartial third party, skilled in conflictmanagement, who attempts to facilitatecreative problem solving throughcommunication and analysis
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Global implications:
Cultural Differences in NegotiationsMultiple cross-cultural studies on negotiation styles, for instance:
American negotiators are more likely than Japanese
bargainers to make a first offer
North Americans use facts to persuade; Arabs use emotion;
and Russians use asserted ideals
Brazilians say no more often than Americans or Japanese
Conflict and Culture:
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Summary and ManagerialImplications Conflict can be
constructive ordestructive
Reduce excessive
conflict by using: Competition Collaboration Avoidance Accommodation Compromise
Integrative negotiationis a better long-termmethod
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Conflict Resolution Techniques
Problem solving
Superordinate goals
Expansion of resources
Avoidance Smoothing
Compromise
Authoritative command
Altering the humanvariable
Altering the structuralvariables
Communication
Bringing in outsiders
Restructuring theorganization
Appointing a devilsadvocate
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