Conflict and NegotiationW(3) The Conflict ProcessStage lStage IIStage IIIIStage IVStage VBehaviorOutcomesPotential opposition Cognition andIntentionsorincompatibilitypersonalizationIncreasedConflict-handlingPerceivedOvert conflictgroupintentionsAntecedent conditionsconfictpertormance.Competing·Party's·Communication·Collaboratingbehavior·Structure.Other'sCompromisingDecreasedFelt·PersonalvariablesAvoidingreactionconflictgroup·AccommodatingpertormanceManagement School, Wuhan University of Technology
Conflict and Negotiation (3) The Conflict Process Management School, Wuhan University of Technology
Conflict and NegotiationThe Conflict ProcessStage l:Potential Opposition or IncompatibilityCommunicationSemantic difficulties,misunderstandings,and“noiseStructureSize and specialization of jobsJurisdictionalclarity/ambiguityMember/goalincompatibilityLeadershipstyles (closeorparticipative)Rewardsystems(win-lose)Dependence/interdependenceofgroupsPersonal VariablesDifferingindividualvalue systemsPersonalitytypesManagement School,Wuhan University of Technology
Conflict and Negotiation The Conflict Process Management School, Wuhan University of Technology Stage I: Potential Opposition or Incompatibility Communication Semantic difficulties, misunderstandings, and “noise” Structure Size and specialization of jobs Jurisdictional clarity/ambiguity Member/goal incompatibility Leadership styles (close or participative) Reward systems (win-lose) Dependence/interdependence of groups Personal Variables Differing individual value systems Personality types
Conflict and NegotiationThe Conflict ProcessStage Il:Cognition and PersonalizationPerceived ConflictFeltConflictAwarenessbyoneormoreEmotionalinvolvementinaparties of the existence ofconflictcreatinganxiety,conditionsthatcreatetenseness,frustration,oropportunitiesforconflicttohostilityariseConflict DefinitionPositive FeelingsNegative EmotionsManagement School, Wuhan University of Technology
Conflict and Negotiation The Conflict Process Management School, Wuhan University of Technology Stage II: Cognition and Personalization Negative Emotions Positive Feelings Conflict Definition 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 creating anxiety, tenseness, frustration, or hostility
Conflict and NegotiationThe Conflict ProcessStage Ill:IntentionsIntentionsDecisions to act in a given wayCooperativenessAttempting to satisfythe other party's concernsAssertivenessAttemptingto satisfy one's own concernsManagement School, Wuhan University of Technology
Conflict and Negotiation The Conflict Process Management School, Wuhan University of Technology Stage III: Intentions Cooperativeness • Attempting to satisfy the other party’s concerns Assertiveness • Attempting to satisfy one’s own concerns Intentions Decisions to act in a given way
Conflict and NegotiationThe Conflict ProcessStage Ill:IntentionsDimensions of Conflict-Handling IntentionsCollaboratingCompetingSource:K.Thomas,"ConflictandNegotiationProcessesinOrganizations,"inM.D.DunnetteandL.M. Hough (eds.),HandbookofIndustrialandOrganizationalPsychology,2nd ed.Compromisingvol.3(PaloAlto,CA:sConsultingPsychologistsPress,1992),p.668.Withpermission.AvoidingAccommodatingUncooperativeCooperativeCooperativenessManagement School, Wuhan University of Technology
Conflict and Negotiation The Conflict Process Management School, Wuhan University of Technology Stage III: Intentions Dimensions of Conflict-Handling Intentions 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