1. DEFINITION: A process that begins when one party perceives that another party has negatively affected, something that the first party cares about.
2. Forms of Interactionist Conflict
2.1. Dysfunctional Conflict
2.1.1. Conflict that supports the goals of the group and improves its performance
2.2. Functional Conflict
2.2.1. Conflict that hinders group performance
3. Level of Conflict on Organizational Performance
3.1. Two variables: Level of Group Performance and Level of Conflict
3.1.1. Low Group Performance with Low level of Conflict
3.1.1.1. Dysfunctional Conflict
3.1.1.2. Apathetic, Stagnant, Unresponsive to change, Lack of New Ideas
3.1.2. High Group Performance and High Level of Conflict
3.1.2.1. Functional Conflict
3.1.2.2. Viable, Self-Critical, Innovative
3.1.3. Low Group Performance with High Level of Conflict
3.1.3.1. Dysfunctional Conflict
3.1.3.2. Disruptive, Chaotic, Uncooperative
3.2. Inverted U-shape
4. Three Types of Conflict and Three Loci of Conflict
4.1. Loci of Conflict
4.1.1. Intergroup conflict is conflict between groups or teams
4.1.2. Intragroup conflict
4.1.3. Dyadic conflict is conflict between two people
4.2. Types of Conflict
4.2.1. Task conflict relates to the content and goals of the work
4.2.2. Relationship conflict focuses on interpersonal relationships
4.2.3. Process conflict is about how the work gets done
5. Outline the Conflict Process
5.1. Stage I Potential opposition or incompatibility
5.1.1. Antecedent conditions: Communication, Structure, Personal variables
5.2. Stage II Cognition and personalization
5.2.1. Perceived conflict or felt conflict
5.3. Stage III Intentions
5.3.1. Conflict-handling intentions: Competing, Collaborating, Compromising, Avoiding, Accommodating
5.4. Stage IV Behavior
5.4.1. Overt conflict: Party's behavior, Other's reaction
5.5. Stage V Outcomes
5.5.1. Increased group performance or Decreased group performance
6. Causes of Conflict
6.1. Escalation of conflict when
6.1.1. Number of parties grow
6.1.2. Communication problem
6.1.3. Number of issues grows
6.1.4. Issues move from specific to general
6.1.5. Goals change
6.2. Conflicts may arise due to
6.2.1. Organizational complexity
6.2.2. Overlapping or unclear boundaries
6.2.3. Incompatibilities
6.2.4. Interdependencies
6.2.5. Competition over limited resources
6.2.6. Unreasonable or unclear organizational polices
7. Is Conflict Good or Bad
7.1. Positive Outcomes
7.1.1. Stronger team cohesion (conflict between the team and outside opponents)
7.1.2. More responsive to the changing environment
7.1.3. Better decision making: Tests logic of arguments, Questions assumptions
7.2. Negative Outcomes
7.2.1. Weakened team cohesion (conflict among team members)
7.2.2. Less information sharing and coordination
7.2.3. Higher stress, disastisfaction and turnover
7.2.4. Lower performance
7.2.5. Increased organizational politics
7.2.6. Wasted resources
8. Thomas-Kilmann Conflict Mode Instrument
8.1. Two Variables: Assertiveness and cooperativeness
8.1.1. Compromising: trying to find an acceptable settlement that only partially satisfies both people's concerns
8.1.2. Competing: trying to satisfy your concerns at the expense of others
8.1.3. Collaborating: trying to find a win-win solution which completely satisfies both people's concerns
8.1.4. Accommodating: trying to satisfy the other person's concerns at expense of your own
8.1.5. Avoiding: sidestepping the conflict
9. Conflict management
9.1. Defined as the opportunity to improve situations and strengthen relationships
9.2. Factors influencing conflict management styles
9.2.1. Expectations: relationship
9.2.2. Gender
9.2.3. Past experiences
9.2.4. Situation
9.2.5. Position/Role/Power
9.2.6. Culture
9.3. Structural Approaches to Conflict Management
9.3.1. Increase resources
9.3.1.1. Weigh costs versus conflict
9.3.2. Improve communication and understanding
9.3.2.1. Contact hypothesis and Johari window activities
9.3.3. Reduce differentiation
9.3.3.1. Create common experiences
9.3.4. Emphasize superordinate goals
9.3.4.1. Focus on common goals
9.3.5. Reduce interdependence
9.3.5.1. Combine jobs into one
9.3.5.2. Use integrators
9.3.5.3. Create buffers
9.3.6. Clarify rules and procedures
9.3.6.1. Clarify roles, responsibilities, schedules etc.
10. Negotiation
10.1. Defined as a give-and-take decision-making process involving two or more parties with different preferences
10.1.1. Integrative: Win-Win
10.1.2. Distributive: Win-Lose
10.2. Using Third-Party Negotiations
10.2.1. Mediation
10.2.1.1. Allowing a neutral third party to act as a facilitator through the application of reasoning, suggestion, and persuasion
10.2.2. Conciliation
10.2.2.1. Occurs where the third party is someone who is trusted by both sides and services primarily as a communication link between the disagreeing parties
10.2.3. Arbitration
10.2.3.1. Is where the third party has the power (authority) to impose an agreement
10.3. How individual differences influence Negotiations
10.3.1. Personality Traits in Negotiation
10.3.1.1. Evidence states that you can sort of predict an opponent's negotiating tactics if you know something about his/her personality.
10.3.2. Moods/Emotions in Negotiation
10.3.2.1. Influence negotiation, but the way they do appears to depend on the type of negotiation
10.3.3. Culture in Negotiations
10.3.3.1. People generally negotiate more effectively within cultures than between them.
10.3.3.2. In cross-cultural negotiations, it is important that the negotiators be high in openness.
10.3.3.3. People are more likely to use certain negotiation strategies depending on what culture they belong to.
10.4. Gender Differences in Negotiations
10.4.1. Men and women negotiate differently, and these differences affect outcomes.
10.4.2. There is some merit to the popular stereotype that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men.
10.5. Considerations When Choosing a Negotiation Approach
10.5.1. Know who you are
10.5.2. Manage outcome expectations
10.5.3. Consider the other person's outcome
10.5.4. Adhere to standards of justice
10.5.5. Remember your reputation
10.6. Emotions in Negotiation
10.6.1. Identify your ideal emotions
10.6.1.1. Match your emotions to your objectives
10.6.2. Manage your emotions
10.6.2.1. Take steps to promote positive emotion
10.6.3. Know your hot buttons
10.6.4. Keep your balance
10.6.4.1. Know when to break or redirect
10.6.5. Identify your take-away emotions
10.6.5.1. Set a goal for emotions
10.7. Ethics in Negotiations
10.7.1. The success of negotiations is influenced by the quality of information exchanged.
10.7.2. Telling lies, hiding key facts, and engaging in other potentially unethical tactics erodes trust and goodwill.
10.8. Managing Conflict and Negotiations: Putting it all in Context
10.8.1. Inputs
10.8.1.1. Person Factors
10.8.1.1.1. Personality
10.8.1.1.2. Experience
10.8.1.1.3. Skills and abilities
10.8.1.1.4. Conflict-handling styles
10.8.1.1.5. Values
10.8.1.1.6. Needs
10.8.1.1.7. Mindfulness
10.8.1.1.8. Ethics
10.8.1.1.9. Incivility
10.8.1.2. Situation Factors
10.8.1.2.1. Leadership
10.8.1.2.2. Relationship quality
10.8.1.2.3. Organizational climate
10.8.1.2.4. Stressors
10.8.1.2.5. Incivility
10.8.1.2.6. Alternative dispute resolution practices
10.8.2. Processes
10.8.2.1. Individual Level
10.8.2.1.1. Communication
10.8.2.1.2. Performance management practices
10.8.2.1.3. Conflict and negotiation
10.8.2.1.4. Emotions
10.8.2.1.5. Interpersonal skills
10.8.2.1.6. Trust
10.8.2.2. Group/ Team Level
10.8.2.2.1. Trust
10.8.2.2.2. Communication
10.8.2.2.3. Group/team dynamics
10.8.2.2.4. Conflict and negotiation
10.8.2.2.5. Decision making
10.8.2.2.6. Performance management
10.8.2.2.7. Leadership
10.8.2.3. Organizational Level
10.8.2.3.1. Human resource policies and practices
10.8.2.3.2. Communication
10.8.2.3.3. Leading and managing change and stress
10.8.3. Outcomes
10.8.3.1. Individual Level
10.8.3.1.1. Task performance
10.8.3.1.2. Work attitudes
10.8.3.1.3. Citizenship behavior/ counterproductive behavior
10.8.3.1.4. Turnover
10.8.3.1.5. Career outcomes
10.8.3.1.6. Creativity
10.8.3.2. Group/Team Level
10.8.3.2.1. Group/ team performance
10.8.3.2.2. Group cohesion and conflict
10.8.3.2.3. Group satisfaction
10.8.3.3. Organizational Level
10.8.3.3.1. Accounting/ financial performance
10.8.3.3.2. Customer satisfaction
10.8.3.3.3. Innovation
10.8.3.3.4. Reputation