c





     


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M A bargaining relationship between parties who have a perceived or

actual conflict of interest. (Moore)

M A process in which divergent values are combined into an agreed

decision (Zartman & Berman)

M A Process by which a joint decision is made by two or more parties

[after verbalizing contradicting demands] (Pruitt)

M A bi-
bi-lateral or multi-
multi-lateral process in which parties who differ over
a particular issue attempt to reach agreement or compromise over
that issue through communication (Yarn)
 c
   

M ahere are two or more Ơpartiesơ (who may be individuals, groups,

organizations, nations, etc.)

M ahere is a perception of interdependence between or among the

parties

M ahere is a perceived or real conflict of interests, wants, values,

interaction, understanding; and

M ahe parties choose to interact with one another because they

believe they can influence the other through communication or
otherwise improve their outcome over other alternatives
 c

M aransaction agreement -- Jointly determining expectations with
respect to future behaviors, interactions or relationships

M Settlement ƛ Bringing jointly determined closure to pre-

pre-existing
conflicts, disputes or disagreements among parties. Also refers to
expectations and behaviors (Often in a litigation context)

M Resolution ƛ Jointly identifying and eliminating the underlying

source(s) of the conflict or dispute that gave rise to the need to
negotiate

M Partial agreement or resolution with respect to the outcomes above

M No Agreement
  c



evels of Conflict:
Vntra--personal or intra-
M Vntra intra-psychic conflict

M Vnter--personal conflict
Vnter

M Vntra-group conflict
Vntra-

M Vnter--group conflict
Vnter

M Socio--cultural conflict
Socio
 ë   

M Vmagine a real conflict from your own life
experience. Vt should be a sufficiently
significant conflict that it really affected
you while is was on-
on-going.

M On a clean piece of paper, draw whatever

image or images come to mind as you
remember being in this conflict.
 x
x   

" 
   
 
  
 

!   


" 
M Scarce Resources.
Resources may include money,
supplies, people, or information. Often,
organizational units are in competition for
scarce or declining resources. ahis creates
a situation where conflict is inevitable.
M Jurisdictional Ambiguities.
Conflicts may also surface when
job boundaries and task responsibilities
are unclear. Vndividuals may disagree
about who has the responsibility for tasks
and resources.
M Personality Clashes.
A personality conflict emerges
when two people simply do not get along
or do not view things similarly. Personality
tensions are caused by differences in
personality, attitudes, values, and beliefs.
M Power and Status Differences.
Power and status conflict may
occur when one individual has
questionable influence over another.
People might engage in conflict to
increase their power or status in an
organization.
M Goal Differences.
Conflict may occur because
people are pursuing different goals. Goal
conflicts in individual work units are a
natural part of any organization.
x  

Circle of Conflict

Interest Conflict Data Conflict

Structural Conflict

Relationship Conflict

Value Conflict
 
#  x

$ 
 
M Our personalities develop over time. ahey are
relatively stable and influence how we interact
with others.

M Our conflict Ơstylesơ refer to how we are pre-

pre-
disposed to react in different conflict situations.
Styles are the result of many factors, including
our personality and prior experiences as well as
situational and other factors. ahey are
changeable.