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Conflict

Conflict. CONFLICT. LIKE RAINFALL POSITIVE :TASK CONFLICT (ISSUE RELEVANT , NOT TOO SEVERE ) THOROUGH EVAL., CREATIVE NEGATIVE: EMOTIONAL CONFLICT (PERSONAL CONFLICT , TOO INTENSE ) MAKES RESOULTION DIFFICULT. Task Conflict. Tjosvold Constructive Controversy.

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Conflict

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  1. Conflict

  2. CONFLICT • LIKE RAINFALL • POSITIVE :TASK CONFLICT (ISSUE RELEVANT, NOT TOO SEVERE) • THOROUGH EVAL., CREATIVE • NEGATIVE: EMOTIONAL CONFLICT (PERSONAL CONFLICT, TOO INTENSE) • MAKES RESOULTION DIFFICULT

  3. Task Conflict • Tjosvold Constructive Controversy Nemeth: Dissent leads to more divergent thinking & critical evaluation

  4. Task Conflict (Jehn) • Curvilinear Relationship with performance, contingent on task type. • Routine task: A little Task Conflict improves performance, but more decreases performance • Nonroutine task: Increasing Task Conflict improves performance until, but after a moderately high level further increases hurt performance

  5. PERSONAL CONFLICT CAUSES PROBLEMS • LACK OF GOOD COMMUNICATION • (TRUCKING STUDY)

  6. TRUCKING STUDY ACME START ACME END BOLT START BOLT END

  7. PERSONAL CONFLICT CAUSES PROBLEMS • LACK OF GOOD COMMUNICATION • SOCIAL CATEGORIZATION (We/ They) ETHNOCENTRISM • DISTORTED PERCEPTIONS (FOOTBALL, 2-VALUE) • LACK OF TRUST (SFP) • POOR COORDINATION • TENDENCY TO ESCALATE (BEAT OTHER VS SELF-INTEREST)

  8. Discontinuity: More Cooperation in Interpersonal Interactions than in Intergroup Interactions

  9. Discontinuity in Everyday Life

  10. MIXED MOTIVE CONFLICTS • DESIRE TO GET ONE’S WAY, BUT • DESIRE TO AVOID OR END CONFLICT • (LABOR DISPUTE, ARMS RACE, WHERE TO GO ON A DATE)

  11. CONFLICT RESOLUTION • LESS EFFECTIVE PROCESSES • THREATS, COERCIONTRUCKING STUDY, MONOPOLY • UNCONDITIONAL COOPERATION QUAKER STUDY • GROUP REPRESENTATIVESTEND TO BE LESS FLEXIBLE • INFORMATION/ MORAL APPEALS

  12. CONFLICT RESOLUTION • MODERATELY EFFECTIVE PROCESSES • COMMUNICATION/ INTERACTION • CONDITIONAL BENEVOLENCE • HARD BARGAINING

  13. 9K seller’s limit objective value 10K 11.5K seller’s LOA Seller’s Aspiration Range Seller

  14. 8K buyer’s LOA 9K seller’s limit Buyer’s Aspiration Range objective value 10K Buyer buyer’s limit 11K 11.5K seller’s LOA Seller’s Aspiration Range Seller

  15. 8K buyer’s LOA 9K seller’s limit Buyer’s Aspiration Range objective value 10K Buyer buyer’s limit 11K 11.5K seller’s LOA Seller’s Aspiration Range Non-Extreme Initial Position Moderately Extreme Initial Position Seller

  16. MORE EFFECTIVE STRATEGIESTHIRD PARTY

  17. MORE EFFECTIVE STRATEGIES • THIRD PARTY (MONOPOLY,CARTER) • SUPERORDINATE GOALS (CAMP STUDY, JIGSAW CLASSROOMS) • GRIT (STEPWISE ONE-SIDED COOP)

  18. Profits to Buyer & (Seller)

  19. DUAL CONCERN MODEL Yielding Problem (Soft Bargaining) Solving Compromise Concern About Other’s Outcomes Inaction Contending (Avoiding) (Hard Barg.) Concern About Own Outcomes

  20. DUAL CONCERN MODEL Yielding Problem (Soft Bargaining) Solving Concern About Other’s Outcomes Allocative Inaction Contending (Avoiding) (Hard Barg.) Concern About Own Outcomes

  21. Allocative Dimension

  22. DUAL CONCERN MODEL Yielding Problem (Soft Bargaining) Solving Concern About Other’s Outcomes Integrative Inaction Contending (Avoiding) (Hard Barg.) Concern About Own Outcomes

  23. Integrative Dimension

  24. MORE EFFECTIVE STRATEGIES • INTEGRATIVE AGREEMENT,WIN/WIN (OPEN WINDOW, CABINETS) • PARTIALLY INTEGRATIVE (WAGE-JOB SECURITY TRADEOFF; COMPUTER PURCHASE)

  25. Profits to Buyer & (Seller)

  26. MORE EFFECTIVE STRATEGIES • PRINCIPLED NEGOTIATION 1. Separate People From the Problem 2. Focus on Interests, Not Positions 3. Generate a Variety of Win/Win Possibilities 4. Insist That the Results be Based on Some Objective Standard

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