Bus 117 W4 D2 Notes Chapter 13 Conflict And Negotiation Afte

Bus117 W4d2 Noteschapter13conflict And Negotiationafter Studying Thi

Conflict can often turn personal and create chaotic conditions that hinder teamwork in organizations. However, it also has positive aspects, which are essential to understand. This chapter discusses the nature of conflict, its development, and how negotiation complements conflict management. Conflict is broadly defined as a process that begins when one party perceives another party has or is about to negatively affect something they care about. This encompasses various types of conflicts within organizations, such as goal incompatibility, interpretative differences, and behavioral disagreements, ranging from overt violence to subtle disputes.

Historically, perspectives on conflict have evolved through three main views. The traditional view considered all conflict as harmful and to be avoided, associated with dysfunction, poor communication, and low trust. This view was dominant in the early 20th century but fell out of favor as research demonstrated that some conflict is inevitable and can be beneficial. The interactionist view emerged, suggesting that a minimal level of conflict is necessary for group vitality and innovation. It highlights that task-related conflict can improve performance and creativity, whereas relationship conflicts tend to be destructive, due to interpersonal friction and hostility.

Recent perspectives, such as the managed conflict view, focus on resolving conflict productively rather than entirely avoiding or encouraging it. It recognizes conflict's inevitable presence in organizations and emphasizes topics like effective conflict resolution. The conflict process consists of five stages: potential opposition, cognition and personalization, intentions, behavior, and outcomes.

The initial stage involves conditions like communication breakdowns, structural ambiguities, and personal variables that create potential for conflict. Communication issues, such as misunderstandings or noise, can trigger conflict, especially when communication is excessive or insufficient. Structural factors, including group size, specialization, unclear roles, diverging goals, and dependency among groups, contribute to conflict potential. Personal variables involve personality traits, emotions, and values, with disagreeableness or neuroticism increasing conflict risk.

In the second stage, perceptions of conflict become real when individuals recognize incompatibilities that threaten their interests. Emotions heavily influence perceptions, with negative feelings leading to oversimplification and distrust, while positive feelings foster understanding and creative problem-solving. The third stage involves intentions, where individuals decide how to act concerning the conflict. These intentions are categorized into five strategies: competing, collaborating, avoiding, accommodating, and compromising, each with different levels of assertiveness and cooperativeness.

The behavior stage is where conflict manifests physically through statements, actions, or reactions, which may deviate from initial intentions due to miscalculations or emotional responses. Conflict behaviors range from subtle tensions to intense, destructive encounters. Managing these behaviors involves selecting appropriate conflict resolution techniques, emphasizing the importance of de-escalating dysfunctional conflicts and promoting constructive ones.

Finally, the outcomes of conflict are assessed in terms of their impact on organizational performance. While some conflicts can lead to improved innovation and problem-solving, dysfunctional conflicts hinder productivity, trust, and cohesion. Recognizing and managing conflict effectively requires understanding its stages, sources, and potential resolutions.

Paper For Above instruction

Conflict is an intrinsic aspect of organizational life, embodying a process that can either hinder or enhance group performance depending on how it is managed. Understanding conflict requires an appreciation of its various perspectives, origins, and developmental stages. This paper explores conflict's nature, its theoretical evolution, the stages involved in its progression, and strategies for effective management, emphasizing negotiation as a complementary tool.

Defining conflict broadly, it is identified as a process initiated when one party perceives a threat or negative impact from another concerning a valued aspect. This perspective captures the diversity of conflicts within organizations—from overt confrontations to subtle disagreements—highlighting that conflict is an unavoidable feature of social interactions (Rahim, 2017). Historically, conflict was widely regarded as detrimental, a view rooted in the early traditional perspective which equated conflict with dysfunction. This approach, prevalent during the mid-20th century, advocated for conflict avoidance, emphasizing harmony and stability (Seibel, 2020). However, subsequent research challenged this notion, demonstrating that conflict, in moderation, can stimulate innovation and adaptability (De Dreu & Weingart, 2003).

The interactionist view emerged as a counterpoint, asserting that a certain level of conflict is not only inevitable but beneficial to organizational vitality. It posits that task-related conflicts foster creativity and critical thinking, essential for organizational growth (Jehn & Mannix, 2001). Conversely, relationship conflicts—personal disagreements characterized by friction and hostility—are typically dysfunctional, impairing group cohesion and productivity (Pelled, 1998). The self-critical nature of moderate task conflict encourages discussion and problem-solving, yet excessive or unresolved conflicts escalate into dysfunction. Therefore, effective conflict management entails fostering task conflict while preventing relationship conflicts from spiraling out of control.

The contemporary managed conflict perspective builds on these theories by emphasizing resolution over avoidance or escalation. Recognizing that conflict is natural and persistent, this approach advocates for proactive resolution strategies aimed at constructive outcomes (Rahim, 2017). The process of conflict unfolds through five stages: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Each stage offers opportunities for intervention to steer conflicts toward positive development.

The genesis of conflict begins with conditions in the organization—be it communication issues, structural ambiguities, or personal differences. Miscommunication often arises from semantic misunderstandings, jargon, or information overload, which can spark discord (Robbins & Judge, 2017). Structural factors such as group size, specialization, unclear roles, and divergent goals increase the likelihood of conflict. For example, large, highly specialized groups with overlapping responsibilities are more prone to friction due to overlapping authority and resource competition. Personal variables, including personality traits, emotions, and values, further influence conflict potential. Individuals with high neuroticism or disagreeableness are more conflict-prone, and emotional states like anger or frustration can intensify disagreements (Gooty et al., 2010).

During the second stage—cognition and personalization—disagreements are perceived and emotionally felt. Perceptions are critical because they frame the nature of the conflict and influence subsequent responses. Negative perceptions often lead to heightened tension, distrust, and entrenched opposition, while positive perceptions may facilitate cooperative problem-solving (Jehn, 1997). Notably, emotions such as hostility or hostility reduction can significantly alter the course of conflict, highlighting the importance of emotional intelligence in conflict resolution (Mayer, Salovey, & Caruso, 2008).

The third stage involves intentions, which directly influence behavior. According to Thomas and Kilmann’s (1974) conflict-handling framework, individuals adopt strategies ranging from competing and collaborating to avoiding, accommodating, or compromising. Each strategy reflects differing levels of assertiveness and cooperativeness, suited to specific circumstances. For instance, collaboration aims for mutually beneficial solutions, suitable for conflicts where cooperation can lead to innovation (De Dreu & Van Vianen, 2001). Conversely, avoidance may be appropriate when issues are minor or when emotions run high, preventing escalation.

Behavior constitutes the observable manifestations of conflict—verbal confrontations, hostility, passive resistance, or subtle signs of tension. Conflict behaviors are dynamic; they can escalate if mismanaged or de-escalate through effective communication and negotiation (Wall & Callister, 1995). Recognizing this, managers can employ techniques such as mediation, arbitration, or negotiation, tailored to the conflict’s severity and nature. The goal remains to convert destructive conflicts into constructive dialogue, fostering understanding and problem-solving.

Finally, conflict outcomes are reflective of the process’s effectiveness. Positive outcomes include enhanced innovation, clarified roles, and improved relationships, whereas dysfunctional conflicts lead to reduced trust, decreased cohesion, and diminished organizational effectiveness (Jehn & Bendersky, 2003). The key to successful conflict management lies in early recognition of potential conflicts, understanding their stages, and employing suitable strategies to promote positive development.

Negotiation, closely intertwined with conflict management, offers a structured approach to resolving disagreements. It involves five steps: preparation, opening, bargaining, closing, and implementation (Fisher, Ury, & Patton, 2011). Effective negotiators understand their own interests and those of the other party, develop options for mutual gain, and seek objective criteria to reach fair agreements. Applying these steps ensures that conflicts are resolved constructively, strengthening organizational relationships and fostering a culture of collaboration.

References

• De Dreu, C. K., & Van Vianen, A. E. (2001). Managing relationship conflict and task conflict to promote performance and learning: A controversy. Journal of Organizational Behavior, 22(3), 259-275.
• De Dreu, C. K., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741–749.
• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Gooty, J., Connelly, S., Griffith, J., & Gupta, N. (2010). Trust, climate of trust, and team performance. Journal of Applied Psychology, 95(2), 260–271.
• Jehn, K. A. (1997). A taxonomy of conflict types: Implications for the management of groups and teams. International Journal of Conflict Management, 8(3), 211-226.
• Jehn, K. A., & Bendersky, C. (2003). Intragroup conflict in organizations: A contingency perspective on the conflict-outcomes relationship. Research in Organizational Behavior, 25, 187–242.
• Mayer, J. D., Salovey, P., & Caruso, D. R. (2008). Emotional intelligence: New ability or eclectic traits? American Psychologist, 63(6), 503-517.
• Pelled, L. H. (1998). Demographic groups and argumentative conflict: A meta-analytical review. Journal of Organizational Behavior, 19(4), 405-423.
• Rahim, M. A. (2017). Managing Conflict in Organizations. Routledge.
• Robbins, S. P., & Judge, T. A. (2017). Organizational Behavior. Pearson.