Beruflich Dokumente
Kultur Dokumente
CONFLICT AND
NEGOTIATION: THEORIES
AND MODELS
Persuasive Report
Table of Contents
Introduction......................................................................................................................................2
Work Groups and Teams Identification...........................................................................................2
Conflict and negotiations Identification..........................................................................................4
Analyzing relationship between work groups and teams, conflict and negotiations.......................6
Evaluating impact of work groups and teams on organization culture............................................6
Evaluating impact of conflict and negotiations on organization culture.........................................8
Conclusion.......................................................................................................................................9
References......................................................................................................................................10
Appendix........................................................................................................................................15
Introduction
This persuasive essay has been based on analyzing the nature of working groups, teams, conflict
and negotiation in an organization. Work groups and teams identification will be provided by the
model of Wilfred given on group experiences with respect to Bruce Tuckman model. The
development stages by Scott Peck will be explained as a model to understand group and team
experiences.
Furthermore, conflict and negotiations section will be explained by understanding the
relationship between them in order to analyze their influence on groups and teams. Then focus
will be laid on understanding the influence of work groups and teams on organization culture
with respect to influence on groups and teams in the management of employees (Elden 2011).
Critical analysis of each of these models using real examples will be done in order to understand
the true relationship of each of these attributes with regard to organization culture and its
structure in the globalized world.
hierarchical issues. Tuckman (1965) does not accept that there is much errand achievement at
this stage, so maybe not the best stage for a task administration group to wait in. As the group
propels into the storming stage, the gathering parts contend among themselves, whether they
concur or not on the quick errands to be performed. There is dissension, strain and powerplays.
These stages according to Tuckman were inclusive of forming, storming, norming and
performing as described in the above figure (Elloy et al 2010). The model explains that as
development in a team takes place, it moves towards maturity, attains enhanced capabilities,
establishes relationships and several leadership style changes take place (Dion 2009). This is the
time in teams development stage when a successor leader may be produced by a team and the
leaders previously made can move towards development of another new team (Cotton 2005).
Stage 1 is forming where there is high dependence of the team on leaders and there is less
agreement on the goals of the team when not suggested by the leader (Costa 2010). There is also
no clear idea about team roles and responsibilities. A lot of doubts in team members exist which
the leader needs to address without ignoring processes.
The second stage is storming wherein decision making begins but making decisions is difficult.
This is also the stage when conflicts arise and the leader needs to clarify every question imposed
by the team members in order to prevent conflicts from growing. Compromising should be kept
as a priority by coaching being given by the leader (Devine 2010).
Stage 3 is norming wherein agreement begins to form and leader facilitation is enhanced.
Individual team members acknowledge their roles and responsibilities due to which conflict does
not arise.
Performing is the fourth stage where teams are aware strategically and have knowledge of
what they further need to do. There is a shared vision of the team members and they do not
require consistent supervision of the leader.
Adjourning is the 5th stage of the model wherein team break-up takes place when successful
completion of team task has been attained (Idrissou et al 2011a). The leadership style in this
stage is empathetic. Insecurity is a common feeling amongst team members in this stage leading
towards anxiety and anger which may often become conflict.
There comes a point, often after a stalemate is reached, where the parties decide to try
negotiation to attempt to resolve the conflict. The process of initiating negotiation can be difficult
as it may be interpreted as a sign of weakness. This is one reason why it is often useful for third
parties to become involved.
The timing of this step is crucial. Resolution can only be achieved if the parties are willing to
negotiation. In order for the conditions to be ripe, there must be both a perception on all sides
that the present course is unsustainable, and a perception that there is a suitable "way out" of the
conflict. In some instances, participants realize their course of action cannot succeed and they
initiate discussion. At other times, outside interveners may bring the parties to the negotiating
table. The timing is critical however, because if negotiation is started too early, before both
parties are ready, it is likely to fail. And repeated failed negotiation efforts reinforce the notion
that the conflict is intractable and can make resolution more difficult by discouraging further
efforts.
Negotiation may lead to a settlement, but may also simply lead to a pause in the conflict. If the
latter, there is a relatively good chance the conflict may cycle back to escalation at a later time.
Negotiations generally go through a series of stages: each group decides on its position;
determines its alternatives. Once together with the other party, they share their positions,
consider options, exchange concessions, perhaps reach an accord, and implement it.
A number of theories have emerged to understand negotiating tactics, their strengths and
weaknesses, as well as how to respond to them. Generally speaking, negotiations are complex,
drawn-out processes and a broad range of factors make each somewhat unique. Their shape
depends upon the procedures that have become institutionalized, the number of parties and
number of representatives present, the scope of issues under discussion, the degree to which it is
part of a broader framework of negotiations, and the extent to which they are taking place in the
public eye.
Example: An employee from customer care department wrongly acknowledges the complaint of
a client. This is still not known to the customer nor the manager and the conflict has not arisen
still but it will (Davis et al 2011).
The second stage is the perceived stage of conflict. Felt stage is the third stage after which are
the stages namely, manifestation and aftermath. As per figure 2, the first stage to resolve conflict
is to analyze first the condition and situation (Bodtker et al, 1997). The second stage lies in
cognition and personalization. The third, fourth and fifth stages are connected to each other and
without the completion of third, the fourth and fifth stages cannot follow because at the third
stage the initial conflict barriers are removed.
than two parties as these parties essentially require to work cooperatively even though they are
fighting to meet different ends (Bean et al 2006). O Hair et al, 2010, however presented in their
research that there exists a relationship between negotiation and communication to solve
conflicts between work groups and teams (Bijlsma et al 2011). With proper planning and
communication in a structured manner, it becomes possible to negotiate (Lewicki et al 2011).
However, according to Lee et al, 2005, work groups influences in effective management of
employees which was proved by using dominant patterns of behavior, work groups dynamics
and elaborate conflicts leading towards adverse impact on the organization culture (Andisani
2008). The impact of work teams and groups works is either adverse or positive, depending upon
the manner in which teams are managed effectively within organization cultures.
Empirical evidences have helped in supporting the relationship existing between conflicts and
productivity of team along with team satisfaction but (Banker et al 1996), these conflicts cannot
be resulted into effective management of employees unless negotiation process is made
applicable (Cohen 2004). The relationship between work group and conflict as described by the
researchers of Columbian University states that work groups have group dynamics involved in
them but without effective management of these work groups and team works, conflict is bound
to exist (Carron et al 2003).
According to Kozlowski and Klein, 2000, an impact of conceptual problem is faced by groups
and teams working together to achieve a goal. This impact is negative in nature and it affects the
performance and productivity of group members and team members. Additionally, Kozlowski et
al, 2000 it has been clearly stated that coordination lacking between members of team mostly
leads towards team failures and inefficient management of team. In addition, there is a
significant impact of team work and group work on the way in which team members and group
members are managed effectively (Bailey et al 2000). When working in a team, members in a
team can have various perceptions, some team members may work more while others dont work
at all and in some situations team work may often take more time (Bailey et al 2000). These are
some barriers imposed by working in teams and groups on effective team member or group
member management (Aarts et al 2013).
style of leadership can be implemented as per the size and composition of a team by developing
and norming the team for effective management (Caron et al 2010).
An example here can be quoted here of Apple which has been known across the world in all
competitive realms to be a culture mediator as the organization has been founded on strong
beliefs, set of patterns, responsibilities and values (Carron et al 2010). In this globalized world,
the requirement is to avoid cultural clash because teams and work groups are formulated of
diverse backgrounds and cultures (Asah et al 2012). Apple on the contrary has managed to
imbibe the cultural perspective in the minds of its members that it is important to focus on a
shared goal (Andisani 2008). When teams and work groups conflict with each other at Apple, a
negotiation process is implemented such as arbitration or mediation which are both third party
models of negotiation to manage conflict.
Conclusion
Individual members of organizations that are either working without work group collaboration of
team work, all involve different perspectives and beliefs but when working under the same
organization, culture of an organization often influences the way in which people think, believe
and respond (Drucker 2008). As evident from the perspective of this persuasive report, there
exists an evident relationship between culture of an organization with attributes such as discussed
i.e work groups and teams, conflict and negotiation (Francois et al 2007). Work groups and
teams are different to each other even though they are often used interchangeably (Andrisani
2008). In a working group, each member works on their shared visions and goals rather than
working to achieve individual goals whereas in a team work, the focus of individual members is
on their goals and objectives. Conflict and negotiation on the other hand are both related to group
work and team work (Applebaum 2014) (Bean et al 2006). The influence of working groups and
team work is evidently seen as positive as well as negative (Antoni 2010). When members in a
team or a group are not managed effectively then it leads towards development of conflict which
not only hampers the productivity of a team but also an organization on the whole.
Groups ought to be perceived and coordinated inside their associations (Pearce & Ravlin 1987).
Associations need to unmistakably characterize their desires and instruments of responsibility for
all groups (De Meuse & Futrell 1990). Hierarchical society needs to change imparted qualities
into behavioral standards (Brill 1976). For instance, group achievement is encouraged by a
society that fuses imparted encounters of achievement. In times of financial realism, there may
be social clash and conflict between standards of keeping up clinical benchmarks and holding
fast to the health awareness association's mission (Firth-Cozens 1998). Colleagues with higher
status likewise have less respect for group standards and may intensify inward clash (Kane
1975).
Collaboration is a complex sensation. Strong authoritative structures and ideal individual
commitments set the scene for compelling collaboration. Health awareness groups require a
reasonable reason that fuses particular symptomatic gatherings and parts of patient consideration.
At the point when groups have an acceptable reason that is steady with the association's mission,
they can be all the more obviously coordinated, backed and resourced. Further, key arranging
procedures can elucidate the arrangement of different groups inside human services associations.
Authority styles and examples need to be unequivocal and suitable to the group's formative
stage. In a perfect world, the group pioneer ought to be properly gifted and all colleagues require
unmistakably outlined and vital parts. Groups are more effective with the base number of parts to
meet their motivation and participation ought to be consistently cleared up in light of patient
needs. Colleagues should at the same time perceive and esteem their commitment to the group.
With sufficient self knowledge,
people can trust and admiration the commitments of their partners. Consistent formal and casual
contact helps parts to perceive their own and others' commitments to patient consideration. At the
point when people feel sure of the requirement for all colleagues, they comprehend the profits of
filling in as a group. Over the long haul, duty fortifies compelling cooperation.
When groups have created clear structures, they have to keep up express techniques through
concurred and formal frameworks of correspondence and co-appointment. Predictable training
and backing for group building and improvement ought to be available for all social insurance
specialists. At the point when all colleagues are strong, make choices mutually and oversee clash,
the group is more powerful. Both people and the group need standard criticism and
distinguishment of their advancement towards the group's objectives. At last, there is a need to
manufacture and keep up powerful groups to amplify the master abilities of social insurance
experts in gathering complex patient needs. Group advancement and execution can be advanced
through training if there is learning of the most essential attributes of cooperation in human
services settings. Patient consideration will at last be upgraded through the co-ordinated
endeavors of compelling health awareness groups.
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Thamhain, H.J., 2004, Linkages of project environment to team performance: Lessons for team
leadership. International Journal of Project Management, 22(7), pp 533-544.
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Appendix
Table 1: Models of Negotiation