Conflict And Negotiation Processes In Organizations And The Conflict-Intensity Continuum Case Study

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Conflicts will typically arise as is only natural in a heterogeneous group undergoing stress as they complete a task. However, groups must recognize the distinction between conflicts that occur due to differences and conflicts that occur due to selfish reasons. As the Bible says in Romans 12:18 NIV, “if it is possible, as far as it depends on you, live at peace with everyone.” Just as there is a difference between debating and bickering, organization members should understand distinctions between causes of conflicts.
By using analysis tools examining Conflict and Negotiation Processes in Organizations and the Conflict-Intensity Continuum, management can better determine causes and processes within conflict. Management should stress the goal of creating a “positive culture” where ideas can be freely shared without fear of entering a state of conflict (Balch, 2016).
Conflict and Negotiation Processes in Organizations A great deal of conflict in organizational environments occurs due to competitiveness in which “one person seeks to satisfy his or her own interests, regardless of the impact on the other parties to the conflict” (Robbins & Judge, 2009, p. 490).
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This behavior typically begins with “subtle, indirect, and highly controlled forms of tension,” moving along the continuum until this behavior reaches a point at which it is “highly destructive” (Robbins & Judge, 2009, p. 491). It is important for organizations to recognize the difference between teams being in a state of conflict and teams undergoing conflict processes (DeChurch, Mesmer-Mangus, & Doty, 2013). For the former option, teams are not capable of interacting well in order to achieve the task at hand. In the latter option, teams are encountering typical issues that are common in task completion efforts. When a conflict state is present, there is a particular progression of conflict behavior that

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