Conflict and Collaboration: Resolving Differences for Mutual Success
Explore the dynamics of conflict, its historical perspectives, and types. Learn strategies for reducing conflict and achieving fruitful collaboration through negotiation and principled approaches.
Conflict and Collaboration: Resolving Differences for Mutual Success
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Presentation Transcript
Chapter 17 Collaborator and Negotiator
Conflict Defined • Expression of differences in: • Values • Viewpoints • Goals • Attitudes or beliefs between individuals, groups, or organizations • May be actual or perceived
Historical Views of Conflict • Before 1960, conflict was • Always bad • To be avoided at all costs • Something wrong with organizations or persons who engaged in conflict
Historical Views of Conflict • After 1960, conflict was • Good for the organization • Resulted in change, new ideas • Inevitable • Productive and growth producing • Lead to a higher level of performance
Types of Conflict • Functional • Dysfunctional
When Does Conflict Occur? • Does it find you or… • Do you look for it? • Is there a value difference? • Is there a change going on? • Is there a desire for limited and scarce resources?
Power Types • Reward • Coercive • Expert • Referent • Legitimate • Information
Categories of Conflict • Interpersonal • Intrapersonal • Intragroup • Intergroup
Methods of Reducing Conflict • Avoidance • Withholding • Accommodation • Forcing • Compromise • Competing • Confronting
Negotiation • Gentle art of having opposing party understand your position and come to a compromise about theirs
Negotiation Process • Issue must be one that can be negotiated • Both sides must be able to give up something they deem important • Winning over opponent is not the ultimate goal
Negotiation Process • Must have trust on both sides • Must have faith in negotiation process itself
Let’s Make a Deal • Positional bargaining • Interest bargaining
Principled Negotiation • Only objective data should be utilized • Focus should be on mutual interests • Separate person from issue or problem
Principled Negotiation • Look at alternatives that have mutually acceptable solutions • Trust is assumed by both sides
Collaboration • Problems are brought into the open • Goal • Bring issues to conversation • Identify underlying causes to find a solution that is mutually acceptable
