• Functional, constructive forms of conflict support the goals of the group and
improve its performance.
• Conflicts that hinder group performance are dysfunctional or destructive forms of conflict.
What differentiates functional from dysfunctional conflict depends the type of conflict.
A. Task conflict relates to the content and goals of the work.
• Low-to-moderate levels of task conflict are functional and consistently
demonstrate a positive effect on group performance because it stimulates
discussion, improving group performance.
B. Relationship conflict focuses on interpersonal relationships.
• These conflicts are almost always dysfunctional.
• The friction and interpersonal hostilities inherent in relationship conflicts increase
personality clashes and decrease mutual understanding.
C. Process conflict relates to how the work gets done.
• Low-levels of process conflict are functional and could enhance team performance.
• For process conflict to be productive, it must be kept low.
• Intense arguments create uncertainty
b
1. Preparation and planning:
• You want to prepare an assessment of what you think the other party to your
negotiation’s goals are.
• When you can anticipate your opponent’s position, you are better equipped to counter
his or her arguments with the facts and figures that support your position.
• Once you have gathered your information, use it to develop a strategy.
• Determine your and the other side’s Best Alternative To a Negotiated Agreement (BATNA).
• Your BATNA determines the lowest value acceptable to you for a negotiated agreement.
• Any offer you receive that is higher than your BATNA is better than an impasse.
2. Definition of ground rules:
• Who will do the negotiating? Where will it take place? What time constraints, if any,
will apply?
• To what issues will negotiation be limited? Will there be a specific procedure to follow
if an impasse is reached?
• During this phase, the parties will also exchange their initial proposals or demands.
3. Clarification and justification:
• When initial positions have been exchanged, explain, amplify, clarify, bolster,
and justify your original demands
• This need not be confrontational.
• You might want to provide the other party with any documentation that helps
support your position.
4. Bargaining and problem solving:
• The essence of the negotiation process is the actual give and take in trying to hash
out an agreement.
• Concessions will undoubtedly need to be made by both parties.
5. Closure and implementation:
• The final step—formalizing the agreement that has been worked out and
developing any procedures that are necessary for implementation and monitoring
• Major negotiations will require hammering out the specifics in a formal contract.
• For most cases, however, closure of the negotiation process is nothing more formal
than a handshake