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CHAPTER FOURTEEN
Conflict and Negotiations
CHAPTER SUMMARY
Many people assume conflict lowers group and organizational performance, but this
assumption is frequently incorrect. Conflict can be either constructive or destructive
to the functioning of a group. Levels of conflict May be either too high or too low to
be constructive; either extreme hinders performance. An optimal level is one that
prevents stagnation, stimulates creativity, allows tensions to be released, and
initiates the seeds of change without being disruptive or preventing coordination of
activities. Negotiations can resolve disputes, but it often reduces the satisfaction of
one or more negotiators because it is confrontational and focused on the short
term. Integrative bargaining, in contrast, tends to provide outcomes that satisfy all
parties and build lasting relationships.
LEARNING OUTCOMES
14.1 Conflict in Organizations: Basic Considerations
1. How do you recognize and resolve short- and long-term conflicts among
group members and among groups?
Conflict is the process by which a person or group feels frustrated in the pursuit
of certain goals, plans, or objectives. Conflict may take one of four forms: (1)
goal, (2) cognitive, (3) affective, or (4) behavioral. Conflict may occur on several
levels, including intrapersonal, interpersonal, intergroup, and
interorganizational.
14.2 Causes of Conflict in Organizations
2. How does conflict arise in organizations?
Conflict in organizations can be caused by task interdependencies, status
inconsistencies, jurisdictional ambiguities, communication problems,
dependence on common resource pools, lack of common performance
standards, and individual differences. A model of the conflict process follows
four stages. Conflict originates (stage 1) when an individual or group experiences
frustration in the pursuit of important goals. In stage 2, the individual or group
attempts to understand the nature of the problem and its causes. In stage 3,
, Organizational Behavior
efforts are made to change behavioral patterns in such a way that the desired
outcome, or stage 4, is achieved.
14.3 Resolving Conflict in Organizations
3. When and how do you negotiate, and how do you achieve a mutually
advantageous agreement?
Ineffective conflict resolution strategies include nonaction, administrative
orbiting, due process nonaction, secrecy, and character assassination. Strategies
for preventing conflict include (1) emphasizing organization-wide goals; (2)
providing stable, well-structured tasks; (3) facilitating intergroup communication;
and (4) avoiding win-lose situations. Strategies for reducing conflict include (1)
physical separation, (2) use of rules and regulations, (3) limiting intergroup
interaction, (4) use of integrators, (5) confrontation and negotiation, (6) third-
party consultation, (7) rotation of members, (8) identification of interdependent
tasks and superordinate goals, and (9) use of intergroup training. Negotiation is
the process by which individuals and groups attempt to reach their goals by
bargaining with others who can help or hinder goal attainment. Negotiation is
helpful in three primary instances: (1) a conflict of interest, (2) the absence of
clear rules or procedures, and (3) when there is a desire to avoid a fight.
Distributive bargaining attempts to resolve a win-lose conflict in which resources
are limited and each party wishes to maximize its share of these resources.
Integrative bargaining occurs when both parties attempt to reach a settlement
that benefits both sides in a dispute.
14.4 Negotiation Behavior
4. How do you recognize and respond to cultural differences in negotiation
and bargaining strategies?
A resistance point is the point beyond which an opponent will not go to reach a
settlement. Planning for a negotiation session involves (1) understanding the
basic nature of the conflict, (2) knowing what the group wants to achieve in the
session, (3) selecting a chief negotiator, and (4) understanding one’s opponent.
Cultural differences play a major role in the negotiation process and influence
such factors as persuasion.
May 21, 2019 2
must be attributed to OpenStax, Rice University and any changes must be noted.
CHAPTER FOURTEEN
Conflict and Negotiations
CHAPTER SUMMARY
Many people assume conflict lowers group and organizational performance, but this
assumption is frequently incorrect. Conflict can be either constructive or destructive
to the functioning of a group. Levels of conflict May be either too high or too low to
be constructive; either extreme hinders performance. An optimal level is one that
prevents stagnation, stimulates creativity, allows tensions to be released, and
initiates the seeds of change without being disruptive or preventing coordination of
activities. Negotiations can resolve disputes, but it often reduces the satisfaction of
one or more negotiators because it is confrontational and focused on the short
term. Integrative bargaining, in contrast, tends to provide outcomes that satisfy all
parties and build lasting relationships.
LEARNING OUTCOMES
14.1 Conflict in Organizations: Basic Considerations
1. How do you recognize and resolve short- and long-term conflicts among
group members and among groups?
Conflict is the process by which a person or group feels frustrated in the pursuit
of certain goals, plans, or objectives. Conflict may take one of four forms: (1)
goal, (2) cognitive, (3) affective, or (4) behavioral. Conflict may occur on several
levels, including intrapersonal, interpersonal, intergroup, and
interorganizational.
14.2 Causes of Conflict in Organizations
2. How does conflict arise in organizations?
Conflict in organizations can be caused by task interdependencies, status
inconsistencies, jurisdictional ambiguities, communication problems,
dependence on common resource pools, lack of common performance
standards, and individual differences. A model of the conflict process follows
four stages. Conflict originates (stage 1) when an individual or group experiences
frustration in the pursuit of important goals. In stage 2, the individual or group
attempts to understand the nature of the problem and its causes. In stage 3,
, Organizational Behavior
efforts are made to change behavioral patterns in such a way that the desired
outcome, or stage 4, is achieved.
14.3 Resolving Conflict in Organizations
3. When and how do you negotiate, and how do you achieve a mutually
advantageous agreement?
Ineffective conflict resolution strategies include nonaction, administrative
orbiting, due process nonaction, secrecy, and character assassination. Strategies
for preventing conflict include (1) emphasizing organization-wide goals; (2)
providing stable, well-structured tasks; (3) facilitating intergroup communication;
and (4) avoiding win-lose situations. Strategies for reducing conflict include (1)
physical separation, (2) use of rules and regulations, (3) limiting intergroup
interaction, (4) use of integrators, (5) confrontation and negotiation, (6) third-
party consultation, (7) rotation of members, (8) identification of interdependent
tasks and superordinate goals, and (9) use of intergroup training. Negotiation is
the process by which individuals and groups attempt to reach their goals by
bargaining with others who can help or hinder goal attainment. Negotiation is
helpful in three primary instances: (1) a conflict of interest, (2) the absence of
clear rules or procedures, and (3) when there is a desire to avoid a fight.
Distributive bargaining attempts to resolve a win-lose conflict in which resources
are limited and each party wishes to maximize its share of these resources.
Integrative bargaining occurs when both parties attempt to reach a settlement
that benefits both sides in a dispute.
14.4 Negotiation Behavior
4. How do you recognize and respond to cultural differences in negotiation
and bargaining strategies?
A resistance point is the point beyond which an opponent will not go to reach a
settlement. Planning for a negotiation session involves (1) understanding the
basic nature of the conflict, (2) knowing what the group wants to achieve in the
session, (3) selecting a chief negotiator, and (4) understanding one’s opponent.
Cultural differences play a major role in the negotiation process and influence
such factors as persuasion.
May 21, 2019 2
