LO 10-1 Describe the conflict process and the various types of conflict.

We define conflict as a clash between individuals or groups in relation to different opinions, thought processes, and percep­tions. Functional conflict consists of constructive and healthy disputes between individuals or groups. In contrast, dysfunc­tional conflict consists of disputes and disagreements that have negative effects on individuals or teams. It often arises from an unwillingness to listen to each other or a reluctance to agree on a resolution or goal.

Task conflict refers to the clash between individuals in rela­tion to the direction, content, or goal of a certain assignment. Relationship conflict refers to the clash in personality between two or more individuals. This type of conflict is considered to be the most destructive and harmful to organizations because it can give rise to hostility, mistrust, fear, and negativity. Process conflict refers to the clash in viewpoints about how to carry out work. It can be beneficial to organizations as long as it operates at a low level.

The four different stages of the conflict process are anteced­ents of conflict, perceived/felt conflict, manifest conflict, and outcomes of conflict. Antecedents of conflict are the factors that set the scene for potential disputes: lack of communi­cation, incompatible personalities, and collisions in value systems. In the perceived/felt conflict stage emotional dif­ferences are sensed and felt. The manifest conflict stage consists of behaviors that provoke a response. The final stage is the outcomes of conflict stage, which describes the consequences of the dispute.

LO 10-2 Identify the five basic conflict management strategies.

Avoidance is the attempt to suppress a conflict and pretend it does not really exist. Accommodation is one party’s attempt to adjust his or her views to play down the differences between the parties. Competition is the attempt to gain victory through force, skill or domination. Compromise is a situation in which each party concedes something of value. Collaborating occurs when all parties work together to find a solution beneficial to everyone.

LO 10-3 Outline the bases of trust and predictable outcomes of trust in organizations.

We define trust as the dependence on the integrity, ability, hon­esty, and reliability of someone or something else. Generally, there are three types. People with disposition-based trust tend to possess personality traits that encourage them to put their faith in others. In contrast, people with cognition-based trust base their faith in others on factual information such as the person’s past experience and proven track record. Finally, affect-based trust occurs when people put their faith in others based on feel­ings and emotions.

When trust is high in the workplace, people tend to work better together and are more focused on their duties. They tend to take more risks, display citizenship behaviors, and exhibit fewer inef­fectual or counterproductive behaviors.

LO 10-4 Describe the negotiation process.

We define negotiation as the process of reaching an agreement that both parties find acceptable. Before any negotiation, it is critical that each party get ready to negotiate by outlining the goals and objectives they would like to achieve. The second step is to shape the expectations for the negotiation. Next, both par­ties take turns in bolstering their demands with supportive evi­dence. Then the parties bargain back and forth until they both agree upon a deal. This leads to the final stage of the process, known as the agreement and implementation stage. During this stage, the agreement will be formalized in writing.

There are three types of neutral third-party roles in the event of a stalemate. A mediator attempts to assist parties to find a resolution using rational arguments and persuasion. A media­tor has no right to impose his or her views on the parties. An  arbitrator listens to both sides before issuing a judgment con­sidered final and binding for all parties. Finally, a conciliator is informally assigned to persuade opponents to communicate. The conciliator is allowed to offer an opinion but it does not carry any legal weight.

LO 10-5 Compare distributive and integrative bargaining approaches.

Distributive bargaining occurs when two parties try to claim a “fixed pie” of resources. It is more suitable for short-term bar­gaining with people you are unlikely to deal with again than for long-term relationships, which require give and take. Integrative bargaining occurs when both parties negotiate a win–win solu­tion by enlarging the pie so everyone gets a piece.