CONFLICT NEGOTIATION

Conflict Negotiation

Table of Contents

Introduction1

Discussion1

Types of Conflict2

Interest-based Conflicts2

Structural Conflicts2

Conflict of Values2

Conflicts of Relations3

Conflicts of Information3

Approaches and Styles in Conflict Resolution3

Avoidance4

Accommodation4

Power5

Compromise or Negotiation5

Collaboration6

Leadership and Intervention6

Conclusion7

References9

Conflict Negotiation

Introduction

Conflict is normal in a dynamic company, where ideas flow. The absence of tension would even rather bad sign. The notion of conflict is key and core of the thought of Psychology Social. Conflict is inherent in the interaction of man. Conflict pertains to different interests and opinions between two or more parties on a particular situation or issue. It involves thinking and action of those involved. There are different types of conflicts that arise while managing a project some of them are constructive and some destructive. The scenario chosen for the purpose of this paper is the conflict between team members in an organization.

Discussion

The organizational conflict is a disagreement between two or more members of a company due to the fact that they have to share scarce resources or activities, but can also originate from the fact that they have different status, goals, values or ideas. It can also be conceived as a process that begins when one party realizes that the other has frustrated, or going to frustrate some of their interests. The consequence is that members of the organization disagree completely, or part of it, and try to make their cause or point of view to overrule the others. In this situation, the most important thing is how to manage conflict and their resulting consequences. Determine whether the conflict will be functional (grow) or dysfunctional (paralyzes organizational life.

Types of Conflict

Interest-based Conflicts

These conflicts are about the actual or perceived competition by different people or groups have conflicting interests over the content or procedures work, how they evaluate the work and people. Possible management interventions recommended in such conflicts are to define objective criteria for ordering and assessing tasks, focus on interests and not positions of people and develop solutions that integrate the interests of different parties.

Structural Conflicts

The perception of authority and unequal distribution (fair share of resources), environmental factors that hinder cooperation. In these cases, possible management interventions are recommended: clear definitions of tasks, authority and responsibility, role changes, reallocation of resources and control, establishing decision-making processes that are acceptable to the parties to modify styles influence, much less "coercion" and more persuasive.

Conflict of Values

These conflicts require using different criteria to evaluate ideas and decisions, different perceptions about the same things different specific goals and values. Possible management interventions may be directed to allow the parties to a diversity of approaches and in some cases, encourage this, to identify "super objective" that can be shared between the parties or to encourage the elimination of their differences, to eliminate the problem definition in terms of "values".

Conflicts of Relations

These conflicts arise due to the poor communication, repetitive negative behaviors between the parties, strong emotions, stereotypes and misunderstandings. Among the recommendations made to management to act in these cases are: to clarify perceptions, establish procedures, general rules and exchanges between the parties, promote the expression ...