FREE ESSAY ON CONFLICT MANAGEMENT IN NEGOTIATIONS

CONFLICT MANAGEMENT IN NEGOTIATIONS

Conflict Management
In The
Negotiation Process
Conflict Management in the Negotiation Process
Conflict is an expressed struggle between two or more interdependent parties who perceive
incompatible goals, scarce resources, and interference from others in achieving their
goals (Wilmot, 1998, pg.34).
It would seem strange to have a conflict within a conflict, wouldn't it? The whole
negotiation process is in existence because of some sort of disagreement or conflict, and
aside from the actual act of the negotiation, I want to discuss some of the behind the
scenes conflict that can exist. 
Since people do the negotiating, it us understood that the people can act or behave in
ways that can either make the process function or render it dysfunctional. 
There are three different types of outside conflict during the negotiation process I will
discuss: task/person conflict, content/relationship conflict, and conflict as a
constructive/positive force. 
Task/Person Conflict
If a team is negotiating against another team, there may be conflict within the team. We
experienced this in our class simulation when the spokesperson for management kept making
things up, this upset his team because they didn't know where he would end up with his
comments. Also, what he said didn't always coincide with what his group had decided to do
during meetings and caucuses. 
Task conflict in team decision-making refers to the disagreements about work to be done.
This includes the allocation of resources, or maybe the development and implementation of
policies. This type of conflict has beneficial effects on the quality of team
decision-making. Initially, task-oriented disagreement rather than consensus appears to
facilitate dialectically styled discussions, which prevent groupthink (Janis, 1982). It
also stimulates the identification, scrutinization, and ultimate integration of different
perspectives needed to produce high-quality implementable decisions. Task conflict was
also found to enhance affective acceptance among management team members due to the
intellectual consideration and utilization of each other's diverse input (Amason, 1996)
Person conflict in team decision-making refers to the occurrence of identity-oriented
issues, where personal beliefs and morals come into play. This type of conflict
deteriorates team decision-making effectiveness by limiting the team's ability to reach
high-quality decisions and disturbing mutual acceptance among team members. The arguments
for these detrimental consequences are that person-oriented incompatibility: (a) limits
cognitive processing of new information; (b) reduces receptiveness to ideas advocated by
others who are disliked; (c) decrease willingness to tolerate opposition; (d) gives rise
to hostile attributions concerning each other's intentions and behaviors; (e) disturbs
effective communication and cooperation within the team; and (f) consumes time and energy
preserved for working on the substantive decision task (Baron, 1991, 1997).
An example of task conflict could be when a chief negotiator is arguing about the
location of the research to be done with some fellow members of his team. 
He says that the information regarding the negotiating sessions they are currently
involved in is the library (it could be that simple). His teammates might suggest the
internet. Since he has never had any exposure to the internet, he disagrees, saying the
library has the books He may believe that the only place his team needs to search for
necessary for the research. 
After arguing this for several minutes, the other members in his team show him how the
internet works and he sees that it isn't a bad idea after all. He may still prefer to use
the library, but at least he also sees the internet as an option.
Let's use the same chief negotiator for our example of person conflict. He is in a group
that tries to prevent old city buildings from being torn down, with the understanding
that they can be rebuilt for another use. 
There are two different small companies that are interested in the building. One is a law
firm interested in locating a branch in that area of the city. The other is an abortion
clinic.
Our chief negotiator is a strict catholic who is dead-set against abortion, but not to an
extreme level. Other members of the group don't care either way or are against it also-
except for one, and she's for it. She and our chief negotiator are having a problem
picking the best company to leave the building to. Although he's not an extreme person
against abortion, he feels a little chance to pull some good out of the situation. She
feels that the firm would be okay, but she also believes that a clinic on this side of
town would be beneficial to the people. Because of their conflicting viewpoints, they
will experience a decrease in their tolerance of each other, their communication quality
will decrease, and they will both feel as if they are wasting their time trying to talk
to the other.
Content/Relationship Conflict
The best way to describe these kinds of conflict is by example.
Content-only Conflict
If another driver hit your car and you each disagree about who is responsible for the
damages. You try to negotiate with the other driver, but it's no use. 
The most significant factor in this conflict is the content- who's responsible for the
damages. Poor communication with the other driver is relatively unimportant. The quality
of communication is significant only in how it affects the negotiations. It wasn't the
communication that caused the problem, and it won't be the problem in the future because
there will be no continuing relationship.
Also known as cognitive conflict.
Relationship-only Conflict
Let's say you have a relative who you think is a bit on the obnoxious side. Whenever
you're together, this relative does something to upset you. Last Christmas, he criticized
your eggnog recipe and you stormed out of the family room. Although you feel you should
try to repair that relationship, you're not sure you could do it alone. Maybe asking a
friend to help would be an option. 
In this example, the content- your eggnog- is insignificant. The most important thing is
the relationship with that relative. That will continue to leave a hangover worse than
any hangover.
Also known as affective conflict.
Content/Relationship Conflict
Your neighbor has built a very large sculpture of Mighty Mouse that you think encroaches
on your property. In discussing this matter (and it's hard to keep a straight face....),
you find that you and your neighbor disagree on the boundary between your lots. Tempers
flare (for goodness sake, it's Mighty Mouse). So before calling your lawyers, the two of
you decide to call in a neutral third party (Not Mighty Mouse)to help solve the dispute.
In this case, the content- the dispute over the location of the boundary line- is
significant. It precipitated the conflict, but it's an isolated event. Poor communication
doesn't cause the conflict, though it has prevented you from resolving it. Still, you
want to maintain the relationship with your neighbor because you expect to be living next
door for many, many years (and with any luck, he'll grow tired of Mighty Mouse).
Conflict as a Positive Force
A little conflict is healthy in a professional relationship. If both people are skilled
in their jobs, molding their different opinions together can produce the best solution to
a problem. You don't want to approach two people who have no problem reaching solutions
even though you overhear a shrill comment or two (Schwartz, 1997)
This is true in the way of negotiators, also. As I stated earlier, sometimes someone is
opened up to a new option they were not aware of before. Some decisions can't be made
without some degree of conflict involved. Here are some other examples of conflict in a
positive (or constructive) light:
-Conflict can enhance creativity through constructive challenge and interchange of
ideas.
-Conflict can improve decisions through thoughtful consideration of different information
and different views.
-Conflict can facilitate implementation through involvement, mutual understanding, and
buy-in.
-Conflict can improve employee performance through broadened experience and exposure.
-Conflict can foster personal and organizational learning through mutual problem
solving.
The largest problem for negotiators in teams is learning to deal with the negative as
well as the positive conflict.
Conflict can also be considered constructive if:
-people can change and grow personally from the conflict.
-the conflict results in a solution to the problem.
-it increases the involvement of everyone affected by the conflict.
-it builds cohesiveness among members of a team.
Conclusion
When dealing with conflict in a group in negotiations either while preparing or during,
there are some things to remember to help make the experience less negative. These are
some things to get the most out of each conflict interaction:
-remember that conflict is just energy, like joy, happiness, sorrow, or anger, it is just
there. 
-when dealing in groups, remember that people change. In conflict, people try new
strategies, communicate differently, and change goals when necessary.
-people interact with an intent to learn instead of an intent to protect. Constructive
conflict is viewed as a learning experience, instead of something to protect yourself
against.
-people do not stay in the conflict when the conflict is constructive- it does not define
who they are. Constructive conflict is a dynamic process that occurs within the bounds of
already existing patterns.
-constructive conflict enhances self-esteem in the participants. Feelings of
productivity, positive self-worth, and greater interdependence is felt within the group.
-constructive conflicts are characterized by a relationship focus instead of a purely
individualistic focus. When we acknowledge the importance of the relationship, it allows
us to move to constructive conflict.
-constructive conflict is primarily cooperative.
References
Lewicki, R.J.; Saunders, D.M.; Minton, J.W. (1997). Essentials of Negotiation 
Boston: Irwin McGraw-Hill
Wilmot, W.W.; Hocker, J.L. (1998). Interpersonal Conflict
Boston: Irwin McGraw-Hill
Schwartz, A.E. (1997). How to Handle Conflict
The CPA Journal, 67, 72.
Capozzoli, T.K. (1995). Conflict Resolutions- a key ingredient in successful teams
Supervision, 56, 3-5.
Blackard,K. (1999). How to make the most of the employment ADR process
Dispute Resolution Journal, 54, 71-77.
Wall, J.A.; Callister, R.R. (1995). Conflict and its Management
Journal of Management, 21, 515-558.