Learning Outcomes

• Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict.
• Define personality conflicts, and explain how they should be managed.
• Discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict.
• Identify the five conflict-handing styles.
• Draw a distinction between distributive and integrative negotiation, and explain the concept of added-value negotiation.

Chapter Summary

1. Define the term conflict, distinguish between functional and dysfunctional conflict, and identify three desired outcomes of conflict. Conflict is a process in which one party perceives that its interests are being opposed or negatively affected by another party. Too little conflict, as evidenced by apathy or lack of creativity, can be as great a problem as too much conflict. Functional conflict enhances organizational interests while dysfunctional conflict is counterproductive. Three desired conflict outcomes are agreement, stronger relationships, and learning.

2. Define personality conflicts, and explain how they should be managed. Personality conflicts involve interpersonal opposition based on personal dislike and/or disagreement. Care needs to be taken with personality conflicts in the workplace because of antidiscrimination and sexual harassment laws. Managers should investigate and document personality conflicts, take corrective actions such as feedback or behaviour modification if appropriate, or attempt informal dispute resolution. Difficult or persistent personality conflicts need to be referred to human resources specialists or counsellors.

3. Discuss the role of in-group thinking in intergroup conflict, and explain what can be done to avoid cross-cultural conflict. Members of in-groups tend to see themselves as unique individuals who are more moral than outsiders, whom they view as a threat and stereotypically as all alike. Cross-cultural conflict can be minimized by being a good listener, being sensitive to others, and being more cooperative than competitive.

4. Identify the five conflict-handling styles. The five conflict-handling styles are collaborating, accommodating, competing, avoiding, and compromising.

5. Draw a distinction between distributive and integrative negotiation, and explain the concept of mutual gains (interest-based bargaining). Distributive negotiation involves fixed-pie and win-lose thinking. Integrative negotiation is a win-win approach to better results for both parties. Mutual gains (interest-based) bargaining is an integrative bargaining technique based on training in problem solving and conflict resolution, intended to produce solutions that satisfy the interests of both parties.