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Organizational Conflict
and Negotiation
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Conflict at the City of Ottawa

Conflict occurred between

City of Ottawa firefighters
and a diversity management
instructor. They disagreed
over the selection of three
female firefighters and
spending money on diversity
training rather than other
training and equipment. P. Doyle. Ottawa Citizen

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Conflict Defined

The process in which

one party perceives
that its interests are
being opposed or
negatively affected by
another party.
P. Doyle. Ottawa Citizen

3
The Conflict Process

Conflict
Perceptions
Sources of Manifest Conflict
Conflict Conflict Outcomes
Conflict
Emotions

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Task vs. Socioemotional Conflict

• Task-related conflict
– Conflict is aimed at issue, not parties
– Basis of constructive controversy
– Helps recognize problems, identify
solutions, and understand the issues better

• Socioemotional conflict
– Conflict viewed as a personal attack
– Foundation of conflict escalation
– Leads to dissatisfaction, stress, and
turnover

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Constructive Controversy in the Cockpit

At one time, co-pilots hesitated to

disagree with the captain even
when they saw a safety hazard.
Today, cockpit resource
management training encourages
flight crews to engage in
constructive controversy in. The
result has been significantly fewer
airplane disasters. © Photodisc. With permission.

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Organizational Conflict Outcomes

Potential benefits
– Improves decision making
– Strengthens team dynamics

Dysfunctional outcomes
– Diverts energy and resources
– Encourages organizational politics
– Encourages stereotyping
– Weakens knowledge management

© Photodisc. With permission.

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Sources of Conflict

Goal • Goals conflict with goals of others
Incompatibility

Different Values • Different beliefs due to unique 

and Beliefs background, experience, training
• Caused by specialized tasks, careers
• Explains misunderstanding in cross­
cultural and merger relations 

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Sources of Conflict

Goal Three levels of interdependence
Incompatibility
Pooled Resource
Different Values
and Beliefs
A B C
Task
Interdependence Sequential
A B C

Reciprocal A

B C

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Sources of Conflict

Goal
Incompatibility

Different Values
and Beliefs

Task
Interdependence
Lack of opportunity 
­­reliance on stereotypes
Scarce • Increases competition for resources to 
Lack of ability
Resources fulfill goals 
­­ arrogant communication heightens 
conflict perception
Ambiguity • Lack of rules guiding relations
Lack of motivation 
• Encourages political tactics
­­ conflict causes lower motivation to 
Communication communicate, increases stereotyping
Problems

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Conflict Management Styles
High
Competing Collaborating
Assertiveness

Compromising

Avoiding Accommodating

Low High
Cooperativeness
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Conflict Management Strategies
1. Emphasizing Superordinate Goals
– Emphasizing common objectives rather than
conflicting sub-goals
– Reduces goal incompatibility and differentiation

2. Reducing Differentiation
– Removing sources of different values and
beliefs
• Generalist careers and job rotation
• Common dress code and status
• Common work experiences

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Managing Conflict in Drum Circles

Doug Sole leads a group of

employees in Toronto in a drum
circle. Drum circles encourage
participants to learn how to
cooperatively work together in
unstructured workplaces. They
also improve mutual
understanding.
G. Diggens. With permission.

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3. Communication and Understanding

Employees understand and

appreciate each other’s views
through communication
– Informal gatherings
– Formal dialogue sessions
– Relationship restructuring
– Drum sessions

G. Diggens. With permission.

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Other Ways to Manage Conflict

4. Reduce Task Interdependence

– Dividing shared resources
– Combine tasks
– Use buffers

5. Increase Resources
– Duplicate resources

6. Clarify Rules and Procedures

– Clarify resource distribution
– Change interdependence
G. Diggens. With permission.

15
Bargaining Zone Model
Your Positions
Initial Target Resistance

Area of
Potential
Agreement

Resistance Target Initial

Opponent’s Positions

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Situational Influences on Negotiation

• Location

• Physical Setting

• Time Investment
and Deadlines

• Audience
© Corel Corp. With permission.

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Effective Negotiator Behaviours

• Plan and Set Goals

• Gather Information

• Communicate
Effectively

• Make Appropriate
Concessions
© Corel Corp. With permission.

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Third-Party Objectives

Procedural
Efficiency
Fairness

Third-Party
Conflict Resolution
Objectives
Outcome
Effectiveness
Fairness

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Types of Third Party Intervention

High
Mediation Inquisition

Level of
Process
Control

Arbitration

Low Level of Outcome Control High

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