NEGOTIATING CONFLICT RESOLUTION

How to be successful in negotiating conflict resolution in a group

How to be successful in negotiating conflict resolution in a group

Introduction

Research on conflict in groups has been conducted for decades, slowly refining our understanding of the causes and effects of intra-group conflict. While early research tended to focus on either the benefits or detriments of conflict, current research is yielding a more nuanced profile of the most productive types of conflict in decision making groups. Similarly, research in the field of leadership theory has advanced in its understanding of leadership styles. And yet, in spite of the expansion in each of these research fields, there has been very little research on the effects of leadership style on group conflict (Tracy, 2008).

Task leader and group conflicts

Research has identified a variety of group factors that affect small group conflict. These factors relate to group composition, group process, or a combination of the two. The following summary of studies related to group composition and group process provides an overview of the issues to be considered when forming and leading decision making groups.

Pelled, Eisenhardt, and Xin (1999) examined the effect of demographic diversity on group conflict. They surveyed 45 corporate teams working in electronics to measure task conflict and emotional conflict. Task conflict is generally thought to improve group productivity, while emotional conflict is generally thought to be detrimental to group productivity. (Jehn, 1994). Analysis showed a positive correlation between the existence of task conflict and differences in team member's functional background. The existence of emotional conflict was positively correlated with differences in race, tenure, and similarity in age. Yet in spite of this correlation, no evidence was found that emotional conflict impaired team performance. Differences in gender were not correlated with either type of conflict.

Olson, Parayitam, and Bao (2007) examined the relationship between task conflict, competence-based trust, and cognitive diversity. Cognitive diversity consists of differences in beliefs or preferences about organizational goals.

Negotiating styles

Confront

The confronting conflict mode is high assertiveness and low cooperation. Times when the competing mode is appropriate are when quick action needs to be taken, when unpopular decisions need to be made, when vital issues must be handled, or when one is protecting self-interests.

Confronting skills

Arguing or debating

Using rank or influence

Asserting your opinions and feelings

Compromise

The compromising mode is moderate assertiveness and moderate cooperation. Some people define compromise as “giving up more than you want,” while others see compromise ...