Conflict: A process that begins when one party perceives another party has or is about to negatively affect something the first party cares about.Incompatibility of goals-Differences over interpretation of facts-Disagreements based on behavioral expectations-Definition of ConflictTraditional view: One school of thought has argued that conflict must be avoided. Conflict was views negatively and discussed with terms as violence, destruction, and irrationality to reinforce its negative connotation.-Conflict results from poor commu, lack openness and trust b/w people, and failure of managers to be responsive to the needs and aspiration of their employees.-ALL conflict should BE ELIMINATED-Interactionist view: The view where perspective proposes that conflict can be a positive force in the group and some conflict can allow the group to perform effectively.Encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and unresponsive to needs for change and innovation. -RECOGNIZE that a minimal level of conflict can help keep a group viable, self-critical, and creative.-Conflict can STIMULATE active discussion without spillin over into negative, disruptive emotions is incompltere-Functional conflict: supports the goals of the group and improves its performance and thus a constructive form of conflict.-Dysfunctional/destructive conflict: a conflict that hinders group performance-Task conflict: a conflict relating to the content and goals of the work.-Relationship conflict: conflict that focuses on interpersonal relationships-Process conflict: conflict that relates on how the work gets done. (ALMOST always dysfunctional)-Why do they relate to each other? Friction and interpersonal hostilities increases personality clashes and decrease mutual understanding a.Low process conflict and low/moderate task conflict CAN be functional only in specific cases-Task conflicts are disruptive like relationship conflicts-Groups performing routine tasks that don't require creativity wont benefit from task conflict.-Task conflicts are related increase performance only when all members believe the team is a safe place for taking risks and that members will not deliberately undermine or reject those who speak up.-Managed conflict view: Resolving naturally occurring conflicts productively.Recognizes conflict is inevitable in most orgs and focuses more on productive conflict resolution-Resolution-Focused View of ConflictWorkplace conflicts are not produtive, they take time away from job tasks or interacting with customers.-Increased relationship conflicts = increased task conflict = lower levels of team performance and satisfaction.-Conflicts produce stress, and reduction in trust and cooperation-Transitions in Conflict ThoughtResolving cross-cultural begins by addressing emotional and identity-based concerns and -Chapter 14: Conflict and NegotiationWednesday, April 15, 201510:54 PM Org Behavioral Page 1Resolving cross-cultural begins by addressing emotional and identity-based concerns and building bonds b/w parties through common interests.-Conflict process: 5 stages: potential opposition/incompatibility, cognition and personalization, intentions, behavior, and outcomesStage 1: Potential Opposition or IncompatibilityCommunicationa.Differing word connotations, jargon, insufficient exchange of info, noise of communication channel are BARRIERS-Too little or too much communication can increase potential conflict-Structureb.Variables such as size of the group, degree of specialization in the tasks assigned to group members, jurisdictional clarity, member-goal compatibility, leadership styles, reward systems, and degree of dependence b/w groups-Size and specialization can stimulate conflict.-The larger the group and the more specialized its activities = likelihood of conflict-Personal variablesc.Personality, emotions, and values-People high in personality traits of disagreeableness, neuroticism, or self-monitoring are prone to other people and react poorly to conflict-Conflict ProcessStage II: Cognition and PersonalizationPerceived conflict: awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.-Felt conflict: emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility-WEHERE CONFLICT ISSUES tend to be defined, where parties decide what the conflict is about.-Emotions play a major role in shaping perception.-Negative emotions = oversimplify issues, lose trust, and put negative interpretations on the other party's behavior-Positive feelings increase our tendency to see potentional relations among elements of a problem, take broader view of the situation, develop more innovative solutions.-Stage III: IntentionsIntentions: Decisions to act in a given way.-Intervene b/w people's perceptions and emotions and their overt behavior-Cooperativeness: the degree to which one party attempts to satisfy the other party's concerns-Assertiveness: the degree to which one party attempts to satisfy his or her own concerns-Competing: a person seeks to satisfy his or her own interests regardless of the impact on - Org Behavioral Page 2Competing: a person seeks to satisfy his or her own interests regardless of the impact on the other parties. (assertive and uncooperative)-Collaborating: a situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties (assertive and cooperative)-Avoiding: the desire to withdraw from or suppress a conflict with whom you disagree. (unassertive and uncooperative)-Accommodating: the willingness of one party in a conflict to place the opponent's interest above his or her own. (unassertive, accommodating)-Compromising: the willingness to ration the object of the conflict and accept a solution that provides in complete satisfaction of both parties' concerns. (midrange assertive and accommodating)-Stage IV: BehaviorConflicts become visible-Includes statements, actions, and rxns made by the conflicting parties-A DYNAMIC PROCESS OF INTERACTION-Conflict management: the use of resolution and stimulation techniques to achieve the desired level of conflict-Stage V: OutcomesFunctional outcomesa.Conflict is constructive when it improves the quality of decisions, stimulates creativity and - Org Behavioral Page 3Conflict is constructive when it improves the quality of