CONFLICT, NEGOCIATION AND INTERGROUP BEHAVIOR

GROUP MEMBERS DANISH AZEEM SHAHZAD YAMIN AAMIR SALEEM SALMAN NAGI REHAN AHMAD MUHAMMAD ASGHAR

Definition of conflict
A process that begins when one party perceives that opponent negatively affected or about to negatively affect, something that the first party cares about.

TYPES OF CONFLICTS To understand the Stephen P. Robbins describes the conflicts in different views such as:O Traditional View Of Conflicts O The Human Relation View Of Conflicts O The Interactionist View Of Conflicts

Traditional View Of Conflicts

O It is basically a belief that all

conflicts are harmful and must be avoided.

The Human Relation View Of Conflicts

O It argued that conflict was a

natural occurrence in all groups and organization, because conflict was inevitable between the groups.

The Interactionist View Of Conflicts

O The belief that conflict is not only a positive

force in a group but it is also necessary for the groups to perform effectively. O The interactionist does not propose that all conflicts are good, some conflicts supports the goals of the groups and improve its performance, O like for example

The Interactionist View Of Conflicts

O Functional Conflicts:-

Constructive form of conflict that supports the goals and improves its performance.

The Interactionist View Of Conflicts

O Dysfunctional Conflicts.

There are conflicts which creates hurdles between group performance known as destructive form of conflicts.

There are three types of dysfunctional conflicts which can affect the performance of the group or organizations

Task Conflict:Related to the content and goals of the work between the groups.
i)

Low to moderate level of conflicts are considered as functional, when it stimulates discussion of ideas that help group performance better.

Relationship Conflict:Which focuses on interpersonal relation between the groups, it always considered as dysfunctional because it decrease mutual understanding & create hurdles to complete the task.
ii)

It is observed that 18% Managers spending their time to resolve the personality conflicts between the staff.

Process Conflict:It relates with the particular work or task that how should be gets done.
iii)

Low level of process conflicts are being considered as functional( According to Stephen P. Robbins). High level of process conflicts create uncertainty about task role, increase time to complete the task.

CONFLICT PROCESS
It is a process that have five stages
Stage- I: Potential Opposition / incompatibility. Stage- II: Cognition & Personalization. Stage- III: Intentions. Stage- IV: Behavior. Stage- V: Outcomes.

Stage-I:
Potential Opposition or Incompatibility

Antecedent Conditions Communication (Misunderstanding, Noise in communication channel). Structure(variables such as size, Jurisdictional clarity, member goal compatibility & reward system). Personal variables

Stage-II:
Cognition & Personalization
Perceived conflicts:

we starts thinking about the conflicts, it is a place in the process where the parties decide what the conflict is about. Felt conflicts: When individuals emotionally involved than it creates anxiety, tension, frustration between the parties.

Stage-III: Intentions Conflict Handling Intentions Competing: when some one seeks to satisfy his own interests without thinking about second party(win/lose situation). Collaborating: Parties are involved in solving a problem by clarifying differences(win/win situation). Avoiding: when parties try to ignore the conflict and opponent(lose/lose situation). Accommodating: Both parties are willing to place the opponents interests above his own.

Stage-III: Continue
Intentions

Compromising: When each party seeks to give up something, sharing occurs, both are agree to accept compromised outcome. There is no clear winner or loser.

State-IV:
Behavior

Overt Conflict
Partys behavior: This is a place where conflicts become visible, and party try to show his behavior through statements or action against the conflict. Others reaction: Overt behavior sometime deviate from original intentions.

Stage-V:
Outcomes

Functional Outcome: When Conflict is constructive, it improves the quality of decision, stimulates creativity & innovation ultimately enhance the performance of the group or organization. Dysfunctional Outcome: If the conflict is destructive than the consequences will be negatively and performance will decreased.

Causes Of Conflicts
 Causes of conflict. O Vertical conflict.
O Occurs between hierarchical levels.

O Horizontal conflict. O Occurs between persons or groups at the same hierarchical level. O Line-staff conflict. O Involves disagreements over who has authority and control over specific matters.

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Causes Of Conflicts
 Causes of conflict cont. O Role conflicts.
O Occur when the communication of task

expectations proves inadequate or upsetting.

O Work-flow interdependencies. O Occur when people or units are required to cooperate to meet challenging goals.

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Causes Of Conflicts
 Causes of conflict cont. O Domain ambiguities.
O Occur when individuals or groups are placed in

ambiguous situations where it is difficult to determine who is responsible for what.

O Resource scarcity. O When resources are scarce, working relationships are likely to suffer.

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How can conflict be managed successfully?

 Indirect conflict management approaches.
O Reduced interdependence. O Appeals to common goals. O Hierarchical referral. O Alterations in the use of mythology and

scripts(Change may be made in behavioral routine in organizational culture).

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What is negotiation?
 Negotiation.
O The process of making joint decisions when

the parties involved have different preferences.

O Workplace disagreements arise over a variety

of matters.

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What is negotiation?
 Negotiation goals and outcomes.
O Substance goals.
O Outcomes that relate to content issues.

O Relationship goals .
O Outcomes that relate to how well people

involved in the negotiations and any constituencies they represent are able to work with one another once the process is concluded.
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What is negotiation?
 Effective negotiation. O Occurs when substance issues are resolved and working relationships are maintained or improved. O Criteria for an effective negotiation.
O Quality. O Harmony. O Efficiency.

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What is negotiation?
 Ethical aspects of negotiation.
O To maintain good working relationships,

negotiating parties should strive for high ethical standards.

O The negotiating parties should avoid being

side tracked by self-interests, thereby being tempted to pursue unethical actions.

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What is negotiation?
 Organizational settings for negotiation.
O Two-party negotiation. O Group negotiation. O Intergroup negotiation. O Constituency negotiation.

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What is negotiation?
 Culture and negotiation.
O Differences in negotiation approaches and

practices are influenced by cultural differences in:

O Time orientation. O Individualism-collectivism. O Power distance.

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What are the different strategies involved in negotiation?  Distributive negotiation.

O Focuses on positions staked out or

declared by the conflicting parties.

O Parties try to claim certain portions of the

existing pie.

 Integrative negotiation.
O Sometimes called principled negotiation. O Focuses on the merits of the issues. O Parties try to enlarge the available pie.
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What are the different strategies involved in negotiation?

 Distributive negotiation. O The key questions is: Who is going to get this resource? O Hard distributive negotiation.
O Each party holds out to get its own way.

O Soft distributive negotiation. O One party is willing to make concessions to the other party to get things over.

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What are the different strategies involved in negotiation?

 Distributive negotiation cont. O Bargaining zone.
O The range between one partys minimum

reservation point and the other partys maximum reservation point. O A positive bargaining zone exists when the two parties points overlap. O A positive bargaining zone provides room for negotiation.

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What are the different strategies involved in negotiation?

 Integrative negotiation. O The key questions is: How can the resource best be utilized? O Is less confrontational than distributive negotiation, and permits a broader range of alternative solutions to be considered. O Opportunity for a true win-win solution.

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What are the different strategies involved in negotiation?

 Integrative negotiation cont.
O Range of feasible negotiation tactics.
O Selective avoidance. O Compromise. O True collaboration.

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What are the different strategies involved in negotiation?

 Gaining truly integrative agreements rests

on:
O Supportive attitudes. O Constructive behaviors. O Good information.

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What are the different strategies involved in negotiation?

 Supportive attitudes. O Integrative agreements require that each party must:
O Approach the negotiation with a willingness to

trust the other party. O Convey a willingness to share information with the other party. O Show a willingness to ask concrete questions of the other party.
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What are the different strategies involved in negotiation?

 Constructive behaviors. O Reaching integrative agreements depends on the negotiators ability to:
Separate the people from the problem. Focus on interests rather than positions. Avoid making premature judgments. Keep alternative creation separate from evaluation. O Judge possible agreements on an objective set of criteria or standards.
O O O O
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What are the different strategies involved in negotiation?

 Good information.
O Each negotiation party must know what

he/she will do if an agreement cant be reached.

O Each party must understand the relative

importance of the other partys interests.

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What are the different strategies involved in negotiation?

 Common negotiation pitfalls. O The myth of the fixed pie. O The possibility of escalating commitment. O Negotiators often develop overconfidence in their positions. O Communication problems can cause difficulties during a negotiation.
O Telling problem. O Hearing problem.

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What are the different strategies involved in negotiation?

 Third-party roles in negotiation. O Arbitration.
O A third party acts as a judge and has the

power to issue a decision that is binding on all disputing parties.

O Mediation. O A neutral third party tries to engage the disputing parties in a negotiated solution through persuasion and rational argument.

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INTERGROUP BEHAVIOR
IS A WORLD-WIDE PROBLEM

INTERGROUP BEHAVIOR
BEHAVIOR TOWARD ANOTHER PERSON OR

GROUP BASED ON THEIR GROUP IDENTIFICATION GROUP INCLUDES MANY TYPES OF THINGS THAT CAN BE USED TO CATEGORIZE PEOPLE RACE, SEX, NATIONALITY, SOCIAL CLASS, PROFESSION, AGE, SEXUAL IDENTITY, RELIGION, ETC.

IN-GROUP VS OUT-GROUP
IN-GROUP THE GROUP TO WHICH ONE BELONGS OUT-GROUP A GROUP TO WHICH THE PERSON DOES

NOT BELONG

ETHNOCENTRISM (IN-GROUP / OUT-GROUP BIAS)

ONES OWN GROUP IS THE CENTER OF EVERYTHING;

STANDARD OF EXCELLENCE; DIFFERENT = BAD EXAMPLES ( BALLET VS TRIBAL DANCE, CUSTOMS) IN-GROUP IS BETTER OR MORALLY SUPERIOR THAN OUTGROUP, AT LEAST IN MORE IMPORTANT WAYS OUT-GROUP IS LESS VARIABLE (OLD & YOUNG SUBJECTS & TARGETS)

CONCEPTS
STEREOTYPE: BELIEFS ABOUT AN IDENTIFIABLE

GROUP (LAZY, IMMORAL, UNTRUSTWORTHY) PREJUDICE: AN OVERCATEGORIZED OR UNJUSTIFIED NEGATIVE ATTITUDE ABOUT A MEMBER OF AN OUTGROUP DISCRIMINATION: UNFAIR TREATMENT BASED ON OUT-GROUP MEMBERSHIP

Prejudice: Automatic & Controlled Processes

Stimulus

Stereotype

No Prejudiced Response

Inhibit Negative Beliefs? Yes

Non-prejudiced Response

CHANGES IN PREJUDICE
% GIVING NONPRDJUDICED ANSWER 100 90 80 70 60 50 40 30 20 10 0 1942 1963 1972 1980 1987 1997 SCHOOLS DINNER MARRIAGE LAW INTERRACIAL DATING

Prejudice & Housing: Willingness to Move Into Neighborhood

100 90 80 70 60 50 40 30 20 10 0 white 1-2 black few black half black all black

% willing to move in

White Respondent Black Respondent

Neighborhood Composition

PREJUDICE
LESS WIDESPREAD IN U.S. LESS ACCEPTABLE, PERHAPS MORE SUBTLE (BELIEF

DISSIMILARITY) AFFECTS INFORMATION PROCESSING

Old Fashioned Vs. Modern Racism/ Sexism

Old-

Modern (Symbolic,

Fashioned
Negative Feelings

toward Outgroup Feelings of Superiority Openly Express Dislike

Aversive) Belief that Prejudice & Discrimination is Wrong Dont View Self as Prejud. Ambivalence-lack of pos. feelings; egalitarian belief Oppose Policies to Help Outgroup; (Lack self-reliance, individualism, hard work, obedience)

Modern Racism
Murder Trial
Black or White killer

High Prejudiced
Death Penalty More Likely for Black

Low Prejudiced-(Modern Racism)

Death Penalty Less Likely for Black But if Black Juror Recommended Death, Death Penalty More Likely for Black

Prejudice Shows up When it Can Be Defended, and Denied That it is Racially Motivated

Modern Racism
Modern Racism Scale
Discrimination is no longer a problem Blacks get unfair special treatment from govt. It is easy to understand the anger of Blacks

Reaction Time
Positive or Negative Words Paired w/ race; asked to indicate whether they fit For most persons, choices didnt reflect prejudice Slower response to positive words (clean, smart) when paired with Whites

PREJUDICE & INFO.. PROCESSING

Ethnic Defendant judged more guilty
7 6 JUDGED GUILT 5 4 3 2 1 0 NAME FIRST NAME LAST ETHNIC NON-ETHNIC

Ethnic Defendant NOT judged more guilty

RACISM, SEXISM, ETC.

INDIVIDUAL CULTURAL

(OLDEST CITY IN U.S., WHITES BROUGHT CIVILIZATION) INSTITUTIONAL INEQUALITY, CYCLE OF POVERTY AFFIRMATIVE ACTION VS REVERSE DISCRIMINATION

Distribution of Income & Race (2001 data)

25 20

Percent

15 White Black 10

0 <15 15-25 25-40 40-55 56-65 55-100 >100

Family Income

REDUCTION OF PREJUDICE AND DISCRIMINATION

PARENTING, MODELING CONTACT (EQUAL STATUS, NORMS,

COOPERATIVE, ACQUAINTANCE POT) COOPERATIVE (SUPERORDINATE) GOALS (JIGSAW CLASSROOMS) ELIMINATE INEQUALITY

INTERGROUP BEHAVIOR
LOOK AT ALL THE EXAMPLES OF INTERGROUP CONFLICT

AROUND THE WORLD WE MUST LEARN TO GET ALONG AND, IF NOT APPRECIATE THE DIFFERENCES, TO TOLERATE THEM AND TREAT EACH OTHER WITH RESPECT WE HAVE NO OTHER CHOICE