Comunication

Comunication en en situations
situations
conflictuelles
conflictuelles et
et negotiation
negotiation

- Conflict defined-

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Conflict
Conflict Defined
Defined
 A process that begins when one party perceives that
another party has negatively affected, or is about to
negatively affect, something that the first party cares
about
– That point in an ongoing activity when an interaction
“crosses over” to become an interparty conflict

 Encompasses a wide range of conflicts that people

experience
– Incompatibility of goals
– Differences over interpretations of facts
– Disagreements based on behavioral expectations

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Transitions
Transitions in
in Conflict
Conflict Thought
Thought
 Traditional View of Conflict
– The belief that all conflict is harmful and must be avoided
– Prevalent view in the 1930s-1940s

 Conflict resulted from:

– Poor communication
– Lack of openness
– Failure to respond to employee needs

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Continued
Continued Transitions
Transitions in
in Conflict
Conflict Thought
Thought
 Human Relations View of Conflict
– The belief that conflict is a natural and inevitable outcome in
any group
– Prevalent from the late 1940s through mid-1970s
 Interactionist View of Conflict
– The belief that conflict is not only a positive force in a group
but that it is absolutely necessary for a group to perform
effectively
– Current view

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Forms
Forms of
of Interactionist
Interactionist Conflict
Conflict

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Types
Types of
of Interactionist
Interactionist Conflict
Conflict
 Task Conflict
– Conflicts over the content and goals of the work
– Low-to-moderate levels of this type are FUNCTIONAL

 Relationship Conflict
– Conflict based on interpersonal relationships
– Almost always DYSFUNCTIONAL

 Process Conflict
– Conflict over how work gets done
– Low levels of this type are FUNCTIONAL

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The
The Conflict
Conflict Process
Process

E X H I B I T 15-1
E X H I B I T 15-1

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Stage
StageI:I:Potential
PotentialOpposition
Oppositionor
orIncompatibility
Incompatibility
 Communication
– Semantic difficulties, misunderstandings, and “noise”
 Structure
– Size and specialization of jobs
– Jurisdictional clarity/ambiguity
– Member/goal incompatibility
– Leadership styles
– Reward systems
– Dependence/interdependence of groups
 Personal Variables
– Differing individual value systems
– Personality types
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Stage
Stage II:
II: Cognition
Cognition and
and Personalization
Personalization
 Important stage for two reasons:
1. Conflict is defined
• Perceived Conflict
– Awareness by one or more parties of the existence of
conditions that create opportunities for conflict to arise

2. Emotions are expressed that have a strong impact on the

eventual outcome
• Felt Conflict
– Emotional involvement in a conflict creating anxiety,
tenseness, frustration, or hostility

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 Stage
Stage III:
III: Intentions
Intentions
 Intentions
– Decisions to act in a given way
– Note: behavior does not always accurate reflect intent
 Dimensions of conflict-handling intentions:
– Cooperativeness
• Attempting to satisfy
the other party’s
concerns
– Assertiveness
• Attempting to satisfy
one’s own concerns

Source: K. Thomas, “Conflict and Negotiation Processes in Organizations,” in M.D. Dunnette and L.M. Hough (eds.), Handbook of Industrial and
Organizational Psychology, 2nd ed., vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1992), p. 668. With permission.

E X H I B I T 15-2
E X H I B I T 15-2

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 Stage
Stage IV:
IV: Behavior
Behavior
 Conflict Management
– The use of resolution and stimulation techniques to achieve
the desired level of conflict
 Conflict-Intensity Continuum

Source: Based on S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93–
97; and F. Glasi, “The Process of Conflict Escalation and the Roles of Third Parties,” in G.B.J. Bomers and R. Peterson (eds.), Conflict Management
and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 119–40.

E X H I B I T 15-3
E X H I B I T 15-3

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Conflict
Conflict Resolution
Resolution Techniques
Techniques
– Problem solving - Face to face meeting of the conflict
parties for the purpose of identifying the problem and
resolving through open discussion.

– Super ordinate goals

– Expansion of resources – If scarcity of resources is the

cause expansion of the resources solves the conflict

– Avoidance - Withdrawal from the conflict.

Source: Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp.
59–89

E X H I B I T 15-4
E X H I B I T 15-4

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 Conflict
Conflict Resolution
Resolution Techniques
Techniques
– Smoothing - Playing down differences while emphasizing common
interests.

– Compromise - Each party to the conflict gives up something of value

– Authoritative command - Resolving using formal authority and then

communicating its desires to the parties

– Altering the human variables – Using behavioral change techniques

such as human relations training to alter attitudes and behaviors that
cause conflict

– Altering the structural variables – Changing the formal organization

structure and the interaction patterns conflicting parties through job
redesign, transfers, creation of coordinating positions, and the like.
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Conflict
Conflict Resolution
Resolution Techniques
Techniques

 Bringing in outsiders – Adding employees to a group whose

back grounds, values, attitudes, or managerial styles differ from
those of present members

 Restructuring the organization – Realigning work groups,

altering rules and regulations, increasing interdependence, and
making structural changes to disrupt the status quo.

 Appointing a devils advocate – Designating a critic to purposely

argue against the majority positions held by the group

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Stage
Stage V:
V: Outcomes
Outcomes
 Functional  Dysfunctional
– Increased group – Development of discontent
performance
– Reduced group
– Improved quality of effectiveness
decisions
– Retarded communication
– Stimulation of creativity
and innovation – Reduced group
cohesiveness
– Encouragement of interest
and curiosity – Infighting among group
members overcomes group
– Provision of a medium for goals
problem-solving
– Creation of an environment
for self-evaluation and
change

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Creating
Creating Functional
Functional Conflict
Conflict

 Reward dissent and punish conflict avoiders

 Lead by example. A leader who wants to generate opposing
opinions encourages and rewards the behavior
 Assign a devil's advocate during decision-making processes. 
 Role-play the competitor's reaction
 Involve the naysayers.

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