Conflict

Question 1

Nature of Conflict

Answer 1

Overt: parties aware of conflict
Covert: parties unaware of the conflict

One or both parties perceive that the other parties had a negative impact on their interests

Varies in intensity & importance and significance of outcomes

Question 2

Causes of Conflict

Answer 2

Interests: all groups and individuals have interests

Perceptions: perceived clash of interests

immediate cause of conflict can be interpersonal or structural

Question 3

Views of Conflict:

“Unitarist”

Answer 3

Conflict is often dysfunctional and avoidable

Question 4

Views of Conflict:

Interactionist or “Stakeholder” view

Answer 4

Conflict can be functional or dysfunctional,
and functional conflict should be encouraged

Question 5

Views of Conflict:

Focused /Managed-conflict

Answer 5

There are some specific cases where conflict can be beneficial

Question 6

Views of Conflict

Radical view

Answer 6

Conflict is endemic to organizations and is a reflection of the basis class relations of Capitalism

Question 7

Types of Conflict

Task Conflict

Answer 7

“What”: differences arise over the legitimacy of a task itself (low to moderate levels can be productive)

Question 8

Types of Conflict

Process Conflict

Answer 8

“How” : differences arise over how to achieve a task (low levels can be productive)

Question 9

Types of Conflict

Relationship Conflict

Answer 9

“Who” - mostly destructive

Question 10

Model of Conflict Process

1. Potential Opposition

Answer 10

• One or more causes present; provides the potential for overt conflict to
  emerge
• The presence of one or more causes is a necessary, but not sufficient,
  condition for conflict to emerge
• Usually, something has to trigger the conflict (“crossing the line”)

Question 11

Model of Conflict Process

2. Cognition & Personalization

Answer 11

• Cognition / perception: one or more parties becomes aware of the conflict -
  but need not go any further unless…
• Personalisation / felt conflict: one or more parties experiences conflict -
  which can lead to intentions

Question 12

Model of Conflict Process

3. Conflict Handling Styles

Answer 12

Different conflict handling styles/approaches
* Forcing: I will pursue my own interests regardless of the costs to the other
party
* Problem-solving: we will seek mutually acceptable outcomes
* Avoiding: I can’t deal with this
* Yielding: I will sacrifice some of my own interests for the sake of the other
party
* Compromising: we will both sacrifice some of our interests

Question 13

Model of Conflict Process

4. Behaviour

Answer 13

Behaviours can emphasise either:
* Conflict resolution; or
* Conflict intensification
Behaviours will be informed by
(a) intentions/ conflict handling style adopted
(b) (b) the level of conflict

Question 14

Model of Conflict Process

5. Outcomes

Answer 14

Potential Functional Outcomes
* Encourages new ideas, facilitating innovation and change
* Challenges ‘groupthink
* Brings into the open problems that have been ignored previously

Potential Dysfunctional outcomes
* Negative emotions and stress
* Reduces communication required for coordination, i.e., leads to inefficiency
* Destroys group cohesion

Question 15

Negotiation Styles

Distributive Bargaining

Answer 15

Goal : get as much share as possible
Motivation: Win - lose
Focus: Position cant go beyond
Interests: Opposed
Information sharing: Low
Duration of Relationship: Short term

Question 16

Negotiation Styles

Integrative Bargaining

Answer 16

Goal: Expand share so both parties are satisfied
Motivation: Win - Win
Focus: Interests
Information sharing: High to satisfy interests of each party
Duration of Relationship: Long term