Chapter 13 - Conflict and negotiation. Chapter learning objectives: distinguish task-related from socioemotional conflict, discuss the advantages and disadvantages of conflict in organisations, identify six sources of organisational conflict, outline the five interpersonal styles of conflict management, summarise six structural approaches to managing conflict, outline four situational influences on negotiations, compare and contrast the three types of third-party dispute resolution. | Conflict and negotiation Chapter learning objectives Distinguish task-related from socioemotional conflict. Discuss the advantages and disadvantages of conflict in organisations. Identify six sources of organisational conflict. Outline the five interpersonal styles of conflict management. Summarise six structural approaches to managing conflict. Outline four situational influences on negotiations. Compare and contrast the three types of third-party dispute resolution. Conflict between Woodside and Shell Executives at Woodside Petroleum and Royal Dutch/Shell experienced conflict when Shell recently tried to take majority ownership of the Perth-based oil and gas development company. © AFP Photo/HO Conflict defined The process in which one party perceives that its interests are being opposed or negatively affected by another party. © AFP Photo/HO The conflict process Sources of conflict Manifest conflict Conflict outcomes Conflict perceptions Conflict emotions . | Conflict and negotiation Chapter learning objectives Distinguish task-related from socioemotional conflict. Discuss the advantages and disadvantages of conflict in organisations. Identify six sources of organisational conflict. Outline the five interpersonal styles of conflict management. Summarise six structural approaches to managing conflict. Outline four situational influences on negotiations. Compare and contrast the three types of third-party dispute resolution. Conflict between Woodside and Shell Executives at Woodside Petroleum and Royal Dutch/Shell experienced conflict when Shell recently tried to take majority ownership of the Perth-based oil and gas development company. © AFP Photo/HO Conflict defined The process in which one party perceives that its interests are being opposed or negatively affected by another party. © AFP Photo/HO The conflict process Sources of conflict Manifest conflict Conflict outcomes Conflict perceptions Conflict emotions Task-related vs socioemotional conflict Task-related conflict conflict is aimed at issue, not parties basis of constructive controversy helps recognise problems, identify solutions and understand the issues Socioemotional conflict conflict viewed as a personal attack foundation of conflict escalation leads to dissatisfaction, stress and turnover Organisational conflict outcomes Dysfunctional outcomes diverts energy and resources encourages organisational politics encourages stereotyping weakens knowledge management Potential benefits improves decision making strengthens team dynamics Sources of conflict Goal incompatibility Different values and beliefs Goals conflict with goals of others Different beliefs due to unique background, experience, training Caused by specialised tasks, careers Explains misunderstanding in cross-cultural and merger relations Sources of conflict Goal incompatibility Different values and beliefs Task interdependence Three levels of interdependence Resource A B
