Organizational Conflict and Negotiation

Shared values and beliefs tend to promote harmony and cooperation within organizations, rather than conflict.

Collaboration involves working together to find a solution that satisfies the concerns of all parties involved.

Intrapersonal conflict is a psychological state of inner struggle or tension experienced by an individual, rather than a conflict between two or more parties.

Bargaining is the core process of negotiation, where parties engage in give-and-take to find a mutually acceptable solution.

Manipulation involves using deceptive or unethical tactics to gain an advantage in negotiation, which undermines trust and cooperation.

Distributive negotiation involves a fixed pie, where one party's gain is another party's loss.

Smoothing involves downplaying or ignoring the conflict, rather than addressing the underlying issues.

The reservation point is the minimum acceptable outcome for a party in a negotiation.

Shared goals and interests tend to facilitate negotiation by creating a common ground for agreement.

Mediation involves a neutral third party helping the conflicting parties to communicate, negotiate, and reach an agreement.

While conflict can sometimes stimulate creativity and innovation, it is more commonly associated with negative outcomes.

Interest-based bargaining involves focusing on the underlying needs and concerns of the parties, rather than their stated positions.

Avoiding the conflict is generally not a constructive strategy for managing conflict, as it does not address the underlying issues.

Adjudication involves a higher authority making a binding decision to resolve the conflict.

The ZOPA is the range of outcomes that both parties can accept without walking away from the negotiation.