BUS 272 Chapter Notes - Chapter 9: Best Alternative To A Negotiated Agreement

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Ch. 9 – Conflict and Negotiation
- resolving conflicts & engaging in successful negotiations req understanding your
objectives & objectives of other party
- conflict = process that begins when one party perceives that another party has
negatively affected/will negatively affect sth that first party cares about
- task conflict = relates to content & goals of work
 if task & relationship conflict occurred together, most likely negative
 by itself, more positive b/c increases creativity
 too low: ppl not engaged/addressing important issues
 too high: will quickly turn to personality conflict & decrease team
- relationship conflict = focuses on interpersonal relationships
 almost always dysfunctional (destructive) b/c decrease mutual
understanding & hinders completion of org tasks
 most psychologically exhausting b/c revolve around personalities
- sources of conflict
1) communication
 conflict thru semantic difficulties, misunderstandings, & “noise” in
communication channels
 too little/too much communication also creates potential for
2) diversity
3) reward systems
 create conflict when one member’s gain is at another’s expense
 when indivs feel they are unfairly evaluated/when managers &
employees have differing ideas about employees’ job responsibilities
4) leadership style
 create conflict if managers tightly control & oversee work of
 little discretion & autonomy over tasks
5) goal compatibility
 when members of group seek diverse ends, opportunities for
conflict arise
- 5 conflict-handling strategies
1) forcing = imposing one’s will on other party
2) problem solving = trying to reach agreement that satisfies both parties
3) avoiding = ignoring/minimizing importance of issues
4) yielding = accepting & incorporating will of other party
5) compromising = balancing concern for oneself w/ concern for other party
in order to reach solution
- negotiation/bargaining = process in which 2+ parties exchange goods/services &
try to agree on exchange rate for them
 factors: issues, positions (hope to achieve), interests (underlying concerns
affected by negotiation resolution)
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