Chap. 13 Conflict & negotiation §13.1 Conflict                                  A process that begins when one party perceives that another party has negatively affected,sth. That the 1st party cares about      perceived;opposition or incompatibility;interaction cross over  1.Transition in conflict thought The traditional view--the belief that all conflict is harmful & must be avoided human relations view--the belief that conflict is a natural & inevitable outcome in any group interactionist view--the belief that  conflict is not only a positive force in a group but  absolutely necessary for a group to perform effectively  2. Functional vs. Dysfunctional conflict Conflict that supports the goals of the group & improve its performance Conflict that group performance 3.The conflict process               (1)Potential opposition or incompatibility Causes(sources)-- presence of necessary condition creating opportunities for conflict to arise communication--semantic difficulties(training, selective perception, inadequate information) , insufficient exchange of information(over commu., noise in channel(filter,different)  structure--size (tenure),specialization,jurisdiction ambiguity,diverse function goals,much participation personal variables--authoritarian & dogmatic,low esteem;differing value systems(prejudice,evaluation) 3.The conflict process               (2)Cognition & personalization Perceived conflict--awareness by 1 or more parties of the existence of  antecedent conditions creating opportunities for conflict to arise felt conflict-emotional involvement in a conflict creating anxiety,tenseness,frustration,or hostility(personalized) important stage in the process:sense making--delineate the set of possible settlement. Emotion play a major role in shaping perception.  3.The conflict process               (3)intentions Decisions to act in a given way in a conflict episode primary conflict-handling intentions:2 dimensions cooperativeness,assertiveness--the degree to which 1 party attempt to meet one’s own concerns competing (uncooperative,assertive) collaborating(cooperative,assertive)  avoiding(uncooperative,unassertive) accommodating(cooperative,unassertive) compromising(midrange on both   ) guideline,variable,consistent preference,predictable from -- 3.The conflict process              (4)behavior (visible) Statement,action,reaction conflict intensity continuum(escalate along)--minor --, overt  challenging,assertive verbal attacks,threats & ultimatums,aggressive physical attacks,overt effort to destroy(functional--lower range;    ) conflict management: the use of resolution & stimulation techniques to achieve the desired level of conflict conflict resolution techniques: P-S,superordinate goals, expansion of resources,avoidance,smoothing,compromise, authoritative command,alter the human(structural) variable conflict stimulation techniques:communication,bringing in outsiders,restructuring,appointing a devil’s advocate 3.The conflict process               (5)outcome  Functional outcome:improve group’s performance    1.

中国股市和美国股市镜像关系的实证研究11.ppt