36 pages
This chapter explores the nature of conflict in organizations, distinguishing between functional and dysfunctional conflict, and examines how managers can effectively manage conflict through various resolution approaches and negotiation strategies. The chapter emphasizes that conflict is neither inherently good nor bad but inevitable, and the critical issue is how it is managed.
Conflict is neither inherently good nor bad, but inevitable in organizations
The critical issue is not whether conflict exists, but how it is managed
Functional conflict enhances organizational performance while dysfunctional conflict hinders it
Every organization has an optimal level of conflict for positive performance
Intergroup conflict develops through three stages: perceived, felt, and manifest
Main causes of conflict include work interdependence, goal differences, and perceptual differences
Five approaches to conflict resolution: dominating, accommodating, problem solving, avoiding, and compromising
Negotiations can be win-lose (distributive) or win-win (integrative)
Effective negotiations require understanding the context, issues, and desired outcomes
Cultural differences significantly impact negotiation strategies and tactics
Third-party interventions (mediation, arbitration, conciliation, consultation) can help resolve conflicts
Too little conflict can lead to stagnation, while too much can create chaos