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CONFLICT, NEGOCIATION AND INTER-GROUP BEHAVIOR
GROUP MEMBERS
DANISH AZEEM
SHAHZAD YAMIN
AAMIR SALEEM
SALMANNAGI
REHANAHMAD
MUHAMMADASGHAR
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Definition of conflict
A process that begins when one party perceives
that opponent negatively affected or about to
negatively affect, something that the first party
cares about.
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TYPES OF CONFLICTS
To understand the Stephen P.
Robbins describes the conflicts in different
views such as:-
O Traditional View Of Conflicts
O The Human Relation View Of Conflicts
O The Interactionist View Of Conflicts
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Traditional View Of Conflicts
O It is basically a belief that allconflicts are harmful and must
be avoided.
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The Human Relation View OfConflicts
O It argued that conflict was anatural occurrence in all groups
and organization, because
conflict was inevitable between
the groups.
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The Interactionist View Of Conflicts
O The belief that conflict is not only a positive
force in a group but it is also necessary for
the groups to perform effectively.
O The interactionist does not propose that all
conflicts are good, some conflicts supports
the goals of the groups and improve itsperformance,
O like for example
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The Interactionist View Of Conflicts
OFunctionalConflicts:-Constructive form of conflict
that supports the goals and
improves its performance.
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The Interactionist View Of Conflicts
O
DysfunctionalConflicts.
There are conflicts which
creates hurdles between group
performance known as destructive
form of conflicts.
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There are three types of dysfunctionalconflicts which can affect the performance of thegroup or organizations
i) TaskConflict:-
Related to the content and goals ofthe work between the groups.
Low to moderate level of conflicts are
considered as functional, when it
stimulates discussion of ideas that help
group performance better.
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ii) RelationshipConflict:-
Which focuses on interpersonal
relation between the groups, it always
considered as dysfunctional because itdecrease mutual understanding & create
hurdles to complete the task.
It is observed that 18% Managers
spending their time to resolve the
personality conflicts between the staff.
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iii) ProcessConflict:-
It relates with the particular work or
task that how should be gets done.
Low level of process conflicts are beingconsidered as functional( According to
Stephen P. Robbins).
High level of process conflicts create
uncertainty about task role, increase
time to complete the task.
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CONFLICT PROCESS
Itisaprocessthathavefivestages
Stage- I: Potential Opposition / incompatibility.
Stage- II:Cognition& Personalization.
Stage- III:Intentions.
Stage- IV: Behavior.
Stage- V: Outcomes.
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Stage-I:Potential Opposition or Incompatibility
AntecedentConditions
Communication(Misunderstanding,
Noiseincommunicationchannel).
Structure(variablessuchassize,
Jurisdictionalclarity,membergoal
compatibility&rewardsystem).
Personalvariables
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Stage-II:Cognition & Personalization
Perceivedconflicts:
westartsthinkingabouttheconflicts,itis
aplaceintheprocesswherethepartiesdecidewhattheconflictisabout.
Feltconflicts:
Whenindividualsemotionallyinvolved
thanitcreatesanxiety,tension,frustrationbetweentheparties.
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Stage-III:
IntentionsConflict HandlingIntentions
Competing: when some one seeks to satisfy his own
interests without thinking about second party(win/lose
situation).
Collaborating: Parties are involved in solving a problem
by clarifying differences(win/win situation).
Avoiding: when parties try to ignore the conflict and
opponent(lose/lose situation).
Accommodating: Bothpartiesarewillingtoplacetheopponentsinterestsabovehisown.
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Stage-III: ContinueIntentions
Compromising: When each party seeks to give up
something, sharing occurs, both are agree to
accept compromised outcome. There is no clearwinner or loser.
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State-IV:Behavior
OvertConflict
Partysbehavior: Thisisaplacewhere
conflictsbecomevisible,andpartytryto
showhisbehaviorthroughstatementsor
actionagainsttheconflict.
Othersreaction: Overtbehaviorsometime
deviatefromoriginalintentions.
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Stage-V:Outcomes
Functional Outcome: When Conflict is
constructive, it improves the quality of
decision, stimulates creativity & innovation
ultimately enhance the performance of the
group or organization.
Dysfunctional Outcome: If the conflict is
destructive than the consequences will be
negatively and performance will decreased.
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Causes Of Conflicts
Causesofconflict.
O Verticalconflict.
O Occursbetweenhierarchicallevels.O Horizontalconflict.
O Occursbetweenpersonsorgroupsatthesamehierarchicallevel.
O Line-staffconflict.
O Involvesdisagreementsoverwhohasauthorityandcontroloverspecificmatters.
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Causes Of Conflicts
Causesofconflict cont.
O Roleconflicts.
O Occurwhenthecommunicationoftaskexpectationsprovesinadequateorupsetting.
O Work-flowinterdependencies.
O Occurwhenpeopleorunitsarerequiredto
cooperatetomeetchallenginggoals.
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Causes Of Conflicts
Causesofconflict cont.
O Domainambiguities.
O Occurwhenindividualsorgroupsareplacedinambiguoussituationswhereitisdifficultto
determinewhoisresponsibleforwhat.
O Resourcescarcity.
O Whenresourcesarescarce,working
relationshipsarelikelytosuffer.
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How can conflict bemanaged successfully?
Indirectconflictmanagementapproaches.
O Reducedinterdependence.
O Appealstocommongoals.
O Hierarchicalreferral.
O Alterationsintheuseofmythologyand
scripts(Changemaybemadeinbehavioralroutineinorganizationalculture).
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What is negotiation?
Negotiation.
O Theprocessofmakingjointdecisionswhen
thepartiesinvolvedhavedifferent
preferences.
O Workplacedisagreementsariseoveravariety
ofmatters.
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What is negotiation?
Negotiationgoalsandoutcomes.
O Substancegoals.
O Outcomesthatrelatetocontentissues.
O Relationshipgoals.
O Outcomesthatrelatetohowwellpeople
involvedinthenegotiationsandany
constituenciestheyrepresent areabletoworkwithoneanotheroncetheprocessis
concluded.
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What is negotiation?
Effectivenegotiation.
O Occurswhensubstanceissuesareresolved
andworkingrelationshipsaremaintainedorimproved.
O Criteriaforaneffectivenegotiation.
O Quality.
O Harmony.
O Efficiency.
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What is negotiation?
Ethicalaspectsofnegotiation.
O Tomaintaingoodworkingrelationships,
negotiatingpartiesshouldstriveforhigh
ethicalstandards.
O Thenegotiatingpartiesshouldavoidbeing
sidetrackedbyself-interests,therebybeing
temptedtopursueunethicalactions.
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What is negotiation?
Organizationalsettingsfornegotiation.
O Two-partynegotiation.
O Groupnegotiation.
O Intergroupnegotiation.
O Constituencynegotiation.
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What is negotiation?
Cultureandnegotiation.
O Differencesinnegotiationapproachesand
practicesareinfluencedbycultural
differencesin:
O Timeorientation.
O Individualism-collectivism.
O Powerdistance.
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What are the different strategies involved in
negotiation?Distributivenegotiation.
O Focusesonpositionsstakedoutor
declaredbytheconflictingparties.
O Partiestrytoclaimcertainportionsofthe
existingpie.
Integrativenegotiation.
O Sometimescalledprinciplednegotiation.O Focusesonthemeritsoftheissues.
O Partiestrytoenlargetheavailablepie.Organizational Behavior: Chapter 18 29
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What are the different strategiesinvolved in negotiation?
Distributivenegotiation.
O Thekeyquestionsis: Whoisgoingtogetthis
resource?O Harddistributivenegotiation.
O Eachpartyholdsouttogetitsownway.
O Softdistributivenegotiation.
O Onepartyiswillingtomakeconcessionstothe
otherpartytogetthingsover.
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What are the different strategiesinvolved in negotiation?
Distributivenegotiation cont.
O Bargainingzone.
O Therangebetweenonepartysminimumreservationpointandtheotherpartys
maximumreservationpoint.
O Apositivebargainingzoneexistswhenthetwo
partiespointsoverlap.
O Apositivebargainingzoneprovidesroomfornegotiation.
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What are the different strategiesinvolved in negotiation?
Integrativenegotiation.
O Thekeyquestionsis: Howcantheresource
bestbeutilized?O Islessconfrontationalthandistributive
negotiation,andpermitsabroaderrangeof
alternativesolutionstobeconsidered.
O Opportunityforatruewin-winsolution.
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What are the different strategiesinvolved in negotiation?
Integrativenegotiation cont.
O Rangeoffeasiblenegotiationtactics.
O Selectiveavoidance.
O Compromise.
O Truecollaboration.
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What are the different strategiesinvolved in negotiation?
Gainingtrulyintegrativeagreementsrests
on:
O Supportiveattitudes.
O Constructivebehaviors.
O Goodinformation.
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What are the different strategiesinvolved in negotiation?
Supportiveattitudes.
O Integrativeagreementsrequirethateach
partymust:O Approachthenegotiationwithawillingnessto
trusttheotherparty.
O Conveyawillingnesstoshareinformationwith
theotherparty.
O Showawillingnesstoaskconcretequestionsoftheotherparty.
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What are the different strategiesinvolved in negotiation?
Constructivebehaviors.
O Reachingintegrativeagreementsdependson
thenegotiatorsabilityto:
O Separatethepeoplefromtheproblem.
O Focusoninterestsratherthanpositions.
O Avoidmakingpremature judgments.
O Keepalternativecreationseparatefromevaluation.
O Judgepossibleagreementsonanobjectivesetofcriteriaorstandards.
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What are the different strategiesinvolved in negotiation?
Goodinformation.
O Eachnegotiationpartymustknowwhat
he/shewilldoifanagreementcantbe
reached.
O Eachpartymustunderstandtherelative
importanceoftheotherpartysinterests.
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What are the different strategiesinvolved in negotiation?
Commonnegotiationpitfalls.
O Themythofthefixedpie.
O Thepossibilityofescalatingcommitment.O Negotiatorsoftendevelopoverconfidencein
theirpositions.
O Communicationproblemscancause
difficultiesduringanegotiation.
O Tellingproblem.O Hearingproblem.
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What are the different strategiesinvolved in negotiation?
Third-partyrolesinnegotiation.
O Arbitration.
O Athirdpartyactsasa judgeandhasthepowertoissueadecisionthatisbindingonall
disputingparties.
O Mediation.
O Aneutralthirdpartytriestoengagethe
disputingpartiesinanegotiatedsolutionthroughpersuasionandrationalargument.
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INTERGROUP BEHAVIOR
IS AWORLD-WIDE PROBLEM
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INTERGROUP BEHAVIOR BEHAVIOR TOWARDANOTHER PERSON OR
GROUP BASED ONTHEIR GROUP
IDENTIFICATION GROUPINCLUDES MANYTYPES OF
THINGS THATCAN BE USEDTO CATEGORIZE
PEOPLE
RACE, SEX, NATIONALITY, SOCIAL CLASS,
PROFESSION, AGE, SEXUAL IDENTITY,
RELIGION, ETC.
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IN-GROUP VS OUT-GROUP
IN-GROUP THE GROUP TO WHICH ONE BELONGS
OUT
-GROUP A GROUP TO WHICH THE PERSON DOESNOT BELONG
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ETHNOCENTRISM(IN-GROUP / OUT-GROUP BIAS)
ONES OWN GROUP IS THE CENTER OF EVERYTHING;
STANDARD OF EXCELLENCE; DIFFERENT = BAD
EXAMPLES ( BALLET VS TRIBAL DANCE, CUSTOMS)
IN-GROUP IS BETTER OR MORALLY SUPERIOR THAN OUT-
GROUP,ATLEASTIN MORE IMPORTANTWAYS
OUT-GROUP IS LESS VARIABLE
(OLD & YOUNG SUBJECTS & TARGETS)
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CONCEPTS
STEREOTYPE: BELIEFS ABOUT AN IDENTIFIABLE
GROUP (LAZY, IMMORAL, UNTRUSTWORTHY)
PREJUDICE:AN OVERCATEGORIZED OR UNJUSTIFIED
NEGATIVE ATTITUDE ABOUT A MEMBER OF AN OUT-GROUP
DISCRIMINATION: UNFAIR TREATMENT BASED ON
OUT-GROUP MEMBERSHIP
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Prejudice: Automatic & ControlledProcesses
Stimulus
Stereotype
Inhibit Negative
Beliefs?
Prejudiced
Response
Non-prejudiced
Response
No
Yes
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CHANGES IN PREJUDICE
0
10
20
30
40
50
60
70
80
90
100
1942 1963 1972 1980 1987 1997
%
GIVI
NGNONPRDJUDIC
EDANSWER SCHOOLS
DINNER
MARRIAGE LAW
INTERRACIAL DATING
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Prejudice & Housing: Willingness to
Move Into Neighborhood
0
10
20
30
40
50
6070
80
90
100
white 1-2
black
few
black
half
black
all
black
%w
illingtomovein
White Respondent
Black Respondent
Neighborhood Composition
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PREJUDICE LESS WIDESPREADIN U.S.
LESS ACCEPTABLE, PERHAPS MORE SUBTLE (BELIEF
DISSIMILARITY) AFFECTS INFORMATION PROCESSING
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Old Fashioned Vs. Modern Racism/ Sexism
Old-
Fashioned
NegativeFeelingstoward Outgroup
Feelingsof
Superiority
Openly ExpressDislike
Modern (Symbolic,Aversive)
Beliefthat Prejudice&
DiscriminationisWrong DontView Selfas Prejud.
Ambivalence-lackofpos.
feelings; egalitarianbelief
Oppose Policiesto HelpOutgroup; (Lackself-reliance,
individualism,hardwork,
obedience)
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Modern RacismMurderTrial
BlackorWhitekiller
High Prejudiced
Death Penalty MoreLikelyfor Black
Low Prejudiced-(Modern Racism)
Death PenaltyLessLikelyfor Black
ButifBlack Juror RecommendedDeath,Death Penalty
MoreLikelyfor Black
Prejudice ShowsupWhenitCan BeDefended,
andDeniedThatitis Racially Motivated
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Modern Racism
Modern Racism Scale
Discriminationisnolongeraproblem
Blacksgetunfairspecialtreatmentfromgovt.
ItiseasytounderstandtheangerofBlacks
ReactionTime
PositiveorNegativeWords Pairedw/ race; askedto
indicatewhethertheyfit
Formostpersons,choicesdidntreflectprejudice
Slowerresponsetopositivewords(clean,smart)whenpairedwithWhites
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PREJUDICE & INFO.. PROCESSING
0
1
2
3
4
5
6
7
NAME FIRST NAME LAST
JUDGEDGUILT
ETHNIC
NON-ETHNIC
Ethnic Defendant Ethnic Defendant NOT
judged more guilty judged more guilty
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RACISM, SEXISM, ETC.
INDIVIDUAL
CULTURAL
(OLDEST CITY IN U.S.,WHITES BROUGHT CIVILIZATION)
INSTITUTIONAL
INEQUALITY,CYCLE OF POVERTY
AFFIRMATIVE ACTION VS REVERSEDISCRIMINATION
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Distribution of Income & RaceDistribution of Income & Race (2001 data)(2001 data)
0
5
10
15
20
25
100
Family Income
Percent
White
Black
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REDUCTION OF PREJUDICEAND DISCRIMINATION
PARENTING, MODELING
CONTACT(EQUAL STATUS, NORMS,
COOPERATIVE, ACQUAINTANCE POT) COOPERATIVE (SUPERORDINATE) GOALS
(JIGSAW CLASSROOMS)
ELIMINATE INEQUALITY
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INTERGROUP BEHAVIOR LOOKATALLTHE EXAMPLES OFINTERGROUP CONFLICT
AROUNDTHE WORLD
WE MUSTLEARNTO GETALONG AND,IFNOT
APPRECIATE THE DIFFERENCES,TO TOLERATE THEM
ANDTREAT EACH OTHER WITH RESPECT
WE HAVE NO OTHER CHOICE