Interpersonal Conflict Conflict can lead to a serious problem in any organization. It might not lead to the firm’s failure but it certainly can hurt an organization’s performance as well as lead to the loss of many good employees. Organizational conflict is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations, such as, interpersonal conflict, intragroup conflict, intergroup conflict and interorganisational conflict. In this discussion, we will mainly focus on interpersonal conflict.
Effective negotiators must have the skills to analyze a problem to determine the interests of each party in the negotiation. A detailed problem analysis identifies the issue, the interested parties and the outcome goals. For example, in an employer and employee contract negotiation, the problem or area where the parties disagree may be in salary or benefits. Identifying the issues for both sides can help to find a compromise for all parties. Active Listening Active listening one of the most effective negotiation skills Negotiators have the skills to listen actively to the other party during the debate.
Christopher Moore has defined conflicts as a struggle between two or more people over values or competition for status, power and scarce resources. Nicholson defines conflicts as a struggle between individuals to peruse goals which are mutually inconsistent. Jeffrey Rubin and Dean Pruitt define conflicts as perceived divergence of interest or a belief that the parties’ current aspirations cannot be achieved simultaneously. Some common key components of interpersonal conflicts
Conflict Conflict is the disagreement among different persons or individuals featured by hostility and antagonism. It is motivated by one party opposing another with an aim to perform a different opinion from the other party. The conflict elements contain different sets of principles as well as values, therefore, causing the conflict, (David et al., 2017). Intergroup conflict The type of conflict occurs due to misunderstanding among different groups within an organization. The conflict is experienced in different departments in an organization’s setting due to differences in their goal settings and interests, (Barney & Ouchi, 2015) The groups or teams may also experience the conflict due to the competition among them in addition to rivalry in resources and boundaries initiated by the specific groups to show their personal identities.
INTRODUCTION Negotiation involves communication or dialogue between two or more parties over one or more issues to settle existing conflicts relating to issues and achieve a beneficial outcome. Negotiation usually involves solving a conflict. (Trotschel et al, 2011). For a negotiation to be effective it must: • Result in a quality agreement that is wise and satisfies both parties. • Foster good interpersonal relationships.
• Analysis of the results. • Communication of the judgement differences (Cognitive Feedback). • Negotiation among conflicting parties. Cognitive feedback provided information on reasons why the disagreement occurred among the parties and on areas that needed to be addressed to reach an agreement. This approach allowed the project members involved in the conflict to concentrate on the real differences that provoked the disagreement rather than only discussing the effects of the conflicting situation.
Conflicts are inevitable in human life. It is also inevitable in organizations or even between nations. Conflict is an inseparable aspect of people’s as well as organizations’ life. The conflicts in the organization are mainly due to the result of competition, leadership method, lack of common resources, etc. A conflict needs to be well and timely managed, else it can lead to low productivity or service delivery.
• Two parties are interdependent in the performance of functions or activities. (Rahim, 2002, p. 207) Special consideration should be paid to conflict management between two parties from distinct cultures. In addition to the everyday sources of conflict, "misunderstandings, and from this counterproductive, pseudo conflicts, arise when members of one culture are unable to understand culturally determined differences in communication practices,
According to him “decision quality, consensus, and affective acceptance are by-products of those decisions and together are all equally necessary for sustainable high organizational performance. Conflict appears to be important for high-quality decisions. Yet, conflict also appears to be an impediment to consensus and affective acceptance” (Amason, 1996). Further, he describes conflict as multidimensional, one dimension of conflict enhances decision quality while another dimension attenuates consensus and affective acceptance. When conflict is functional, it is generally task oriented and focused on different opinions about how best to achieve common objectives (Amason, 1996).
The first step to resolve a conflict in a healthy manner is by identifying the problem. To accomplish this, a discussion is necessary to better understand both sides of the problem, and what the ideal outcomes are. At this stage, being expressive and listening are both key. Carefully consider what your partner wants and what you want. The next step is to look at different solutions.