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Assignment - Module 9

The document discusses sources of conflict, types of conflicts, the conflict process, and negotiation. Specifically: 1. It identifies six common sources of conflict within organizations: lack of role clarity, poor processes, communication problems, lack of performance standards, lack of resources, and unreasonable time constraints. 2. It describes four types of conflicts: intrapersonal, interpersonal, intragroup, and intergroup. 3. It outlines Thomas's four stage model of conflict: frustration, conceptualization, behavior, and outcome. It also discusses modes of conflict resolution and conflict escalation. 4. It defines negotiation as a strategic discussion that resolves an issue in a way both parties find acceptable,

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Yashveer Singh
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34 views

Assignment - Module 9

The document discusses sources of conflict, types of conflicts, the conflict process, and negotiation. Specifically: 1. It identifies six common sources of conflict within organizations: lack of role clarity, poor processes, communication problems, lack of performance standards, lack of resources, and unreasonable time constraints. 2. It describes four types of conflicts: intrapersonal, interpersonal, intragroup, and intergroup. 3. It outlines Thomas's four stage model of conflict: frustration, conceptualization, behavior, and outcome. It also discusses modes of conflict resolution and conflict escalation. 4. It defines negotiation as a strategic discussion that resolves an issue in a way both parties find acceptable,

Uploaded by

Yashveer Singh
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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ASSIGNMENT

Unit 9: Conflict Negotiation and Intergroup Behaviour

1. What are the sources of conflict?


Six Sources of Conflict
Here are six common sources within an organization that may lead to interpersonal
conflict:
1. Lack of role clarification

Conflict can emerge when it is unclear who is responsible for what task or what part of a
project. Clear job descriptions and expectations can reduce this contributor to conflict.

2. Poor processes

Often poorly constructed processes and procedures can create conflict. To avoid this
pitfall, it is helpful to regularly review your procedures and policies to ensure they
support teamwork and collaboration.

3. Communication problems

This is a common contributor to conflict and can occur among all levels of staff. Keeping
communication channels open and having a culture where questions are welcomed will
go a long way in mitigating this contributor to conflict.

4. Lack of performance standards

When performance and quality standards are not clear, individuals quickly sort out their
own personal expectations around work quantity and quality. This can put them at odds
with others whose standards are different. Leadership and management should be fair,
clear, and consistent in articulating performance standards.

5. Lack of resources

If employees have to compete for resources, whether it’s managerial support, tools,
equipment, or financial resources, the stage is set for competition and conflict. Asking
employees what’s needed and then providing it (if possible) will build a spirit of
collaboration rather than competition.

6. Unreasonable time constraints

Workplace conflict can occur when coworkers are not aware of the steps involved and
the time others need to complete their portion of a task or project. As a result, they may
expect more of each other than is reasonable. Taking time to consider job design and
cross-training employees can work to mitigate this contributor to conflict.

2. What is the classification of conflicts?


Intrapersonal Conflict
The intrapersonal conflict is conflict experienced by a single individual, when his or
her own goals, values or roles diverge. A lawyer may experience a conflict of values
when he represents a defendant he knows to be guilty of the charges brought against
him. A worker whose goal it is to earn her MBA might experience an intrapersonal
conflict when she’s offered a position that requires her to transfer to a different state.
Or it might be a role conflict where a worker might have to choose between dinner
with clients or dinner with family.

Interpersonal Conflict
As you might guess, interpersonal conflict is conflict due to differences in goals, value,
and styles between two or more people who are required to interact. As this type of
conflict is between individuals, the conflicts can get very personal.

Intragroup Conflict

Intragroup conflict is conflict within a group or team, where members conflict over
goals or procedures. For instance, a board of directors may want to take a risk to
launch a set of products on behalf of their organization, in spite of dissenting opinions
among several members. Intragroup conflict takes place among them as they argue
the pros and cons of taking such a risk.

Intergroup Conflict

Intergroup conflict is when conflict between groups inside and outside an


organization disagree on various issues. Conflict can also arise between two groups
within the same organization, and that also would be considered intergroup conflict.

Within those types of conflict, one can experience horizontal conflict, which is conflict
with others that are at the same peer level as you, or vertical conflict, which is conflict
with a manager or a subordinate.

3. What is the process of conflicts?


Stage 1: Frustration

As we have seen, conflict situations originate when an individual or group


feels frustration in the pursuit of important goals. This frustration may be
caused by a wide variety of factors, including disagreement over
performance goals, failure to get a promotion or pay raise, a fight over
scarce economic resources, new rules or policies, and so forth. In fact,
conflict can be traced to frustration over almost anything a group or
individual cares about.

Stage 2: Conceptualization

In stage 2, the conceptualization stage of the model, parties to the conflict


attempt to understand the nature of the problem, what they themselves
want as a resolution, what they think their opponents want as a resolution,
and various strategies they feel each side may employ in resolving the
conflict. This stage is really the problem-solving and strategy phase. For
instance, when management and union negotiate a labor contract, both
sides attempt to decide what is most important and what can be bargained
away in exchange for these priority needs.

Stage 3: Behavior

The third stage in Thomas’s model is actual behavior. As a result of the


conceptualization process, parties to a conflict attempt to implement their
resolution mode by competing or accommodating in the hope of resolving
problems. A major task here is determining how best to proceed
strategically. That is, what tactics will the party use to attempt to resolve the
conflict? Thomas has identified five modes for conflict resolution:
(1) competing, (2) collaborating, (3) compromising, (4) avoiding, and
(5) accommodating. We will discuss these modes in further detail below.
Stage 4: Outcome

Finally, as a result of efforts to resolve the conflict, both sides determine the
extent to which a satisfactory resolution or outcome has been achieved.
Where one party to the conflict does not feel satisfied or feels only partially
satisfied, the seeds of discontent are sown for a later conflict. One
unresolved conflict episode can easily set the stage for a second episode.
Managerial action aimed at achieving quick and satisfactory resolution is
vital; failure to initiate such action leaves the possibility (more accurately,
the probability) that new conflicts will soon emerge.

Conflict Escalation

Many academics and conflict resolution practitioners have observed


predictable patterns in the way conflict escalates. Conflict is often discussed
as though it is a separate entity, and in fact it is true that an escalating
dispute may seem to take on a life of its own. Conflict will often escalate
beyond reason unless a conscious effort is made to end it.

4. What is negotiation?

The term negotiation refers to a strategic discussion that resolves an issue


in a way that both parties find acceptable. In a negotiation, each party tries
to persuade the other to agree with their point of view. Negotiations
involve some give and take, which means one party will always come out
on top of the negotiation. The other, though, must concede—even if that
concession is nominal.

By negotiating, all involved parties try to avoid arguing but agree to reach
some form of compromise. Negotiating parties vary and can include buyers
and sellers, an employer and prospective employee, or governments of two
or more countries.

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