Negotiation And

Conflict Management
by
FARHAN ILYAS

- Afzalur Rahim (Managing conflicts in Organizations)

- Corvette, B. (Conflict Management A practical guide to developing
negotiation strategies)
Organizational Conflict
Following elements overlap in most definitions of Conflict
(Baron)

Opposing interests in a zero-sum game

Interest must be recognized for conflict to exist

It involves beliefs that the other party will thwart its interests

It is a process, which develops out of existing relationships and

reflects their past interactions

Actions by one or both sides produce thwarting of others goals

Organizational Conflict
Threshold of conflict

Conflict and Competition

All incompatibilities lead to competition, but conflict arises when

there is an interference in the attainment of the goals/objectives
of the other party
Classifying Conflict
Sources of Conflicts

Affective Conflict
Substantive Conflict
Conflict of Interest
Conflict of Values
Goal Conflict
Realistic vs Non-realistic Conflict
Institutionalized vs Non-institutionalized Conflicts
Retributive Conflict
Misattributed Conflict
Displaced Conflict
Intra-Organizational and Inter-
Organizational analysis
Intra-personal Conflict

Inter-personal Conflict

Intra-Group Conflict

Inter-group Conflict
Styles of handling Inter-
personal Conflict
Model of TWO styles
Co-operative and Competitive (Deutsch)
Engagement and Avoidance (Knudson, Sommers & Golding)

Model of THREE styles

Obliging, integrating and dominating (Putnam and Wilson)
Avoidance, competitive and collaborative (Hocker and Wilmot)
Attack, avoid and compromise (Rands, Levinger and Mellinger)

Model of FOUR styles

Yielding, Problem solving, inaction and contending (Pruitt)
Styles of handling Inter-
personal Conflict
Model of FIVE styles
Integrating, Obliging, Dominating, Avoiding and Compromising
(Rahim and Bonoma)

What does each style mean

1. Integrating
2. Obliging
3. Dominating
4. Avoiding
5. Compromising
End of Chapter