TOMAS CLAUDIO MEMORIAL COLLEGE GRADUATE STUDIES PROGRAM MORONG, RIZAL

Course : BHBO 202 Basic Human Behavior in an Organization Topic Report : Coping with Conflict and Negotiation ( Part I) Reporters : Mrs. Julieta I. Bias Professor : Rev. Fr. Bembol Hiteroza

A Definition of Conflict
It is a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.

Transitions in Conflict Thought

1. The Traditional View of Conflict Conflict was viewed negatively and it was used synonymously with such terms as violence, destruction and irrationality to reinforce its negative connotation. The belief that all conflict is harmful and must be avoided. It indicates malfunctioning within the group. Traditional view of conflict was seen as dysfunctional outcome resulting from poor communication, lack of openness and trust between people and failure of managers to be responsive to the needs and aspiration of their employees. 2. Human Relations View The human relations view of conflict argued that conflict was a natural occurrence in all groups and organizations. Because conflict is inevitable, the human relations school advocated acceptance of conflict. 3. The Interactionist View of Conflict The interactionists view of conflict encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic and nonresponsive to needs for change and innovation.

The Conflict Process

The conflict process has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes.

Stage I. Potential Opposition or Incompatibility The first step in the conflict process is the presence of conditions that create opportunities for conflict to arise. For simplicitys sake, these conditions have been condensed into general categories namely: a. Communication b. Structure c. Personal Variables Stage II: Cognition and Personalization This is the place in the process where the parties decide what the conflict is about. stage is important because its where conflict issues tend to be defined. Stage III: Intentions Intentions intervene between peoples perceptions and emotions and their overt behavior. These intentions are decisions to act in a given way. There are two dimensions cooperativeness and assertiveness. Cooperativeness is the degree to which one party attempts to satisfy the others partys concern. Assertiveness is the degree to which one party attempts to satisfy his or her own concerns. Five conflict-handling intentions can be identified namely: 1. Competing- When one person seeks to satisfy his or her own interest, regardless of the impact on the other parties to the conflict, that person is competing. Competing is when you, for example , win in a bet and your opponent loses. 2. Collaborating When the parties to conflict each desire to fully satisfy the concerns of all parties, there is cooperation and search for a mutually beneficial outcome. In collaborating, the intention of the parties is to solve a problem by clarifying differences rather than accommodating various point of view. If you attempt to find a win/win solution that allows both parties goals to be completely achieved, that is collaborating. 3. Avoiding A person may recognize that a conflict exists and want to withdraw from it or suppress it. Example of avoiding include trying to just ignore a conflict and avoiding others with whom you disagree. 4. Accommodating When one party seeks to appease an opponent, that party may be willing to place the opponents interest above his or her own. In other words, for the relationship to be maintained, one party needs to be willing to be self-sacrificing. 5. Compromising- When each party to a conflict seeks to give up something, sharing occurs, resulting in a compromised outcome. In compromising, there is no clear winner or loser. Rather, there is a willingness to ration the object of the conflict and accept solution that provides incomplete satisfaction of both parties concerns. This

Stage IV: Behavior When most people think of conflict situations, they tend to focus on stage IV because this is where conflict become visible. The behavior stage includes the statements, actions, and reactions made by the conflicting parties Conflict-intensity continuum includes; a. Minor disagreement or misunderstandings, b. Overt questioning or challenging of others, c. Assertive verbal attacks, d. Threats and ultimatums, e. Aggressive physical attacks, f. Overt efforts to destroy the other party. Stage : Outcomes The action-reaction interplay between the conflicting parties results in consequences. Outcomes may be functional in that the conflict results in an improvement in the groups performance or dysfunctional in that it hinders group performance. Functional Outcomes Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interest and curiosity among group members, provides the medium through which problems can be aired and tensions released and fosters an environment of self-evaluation and change. Dysfunctional Outcomes The destructive consequences of conflict on a groups or organizations performance are generally well known. Among the more undesirable consequences are a retarding of communication, reduction in group cohesiveness, and subordination of group goals to the primacy of infighting among members.

FORGIVENESS is NOT something we do for OTHER PEOPLE, We do it for OURSELVES to GET WELL and MOVE ON. Thank You for Listening! GOD BLESS US ALL