IOP2602 – Organisational Psychology
LEARNING UNIT 7: Conflict and negotiation (CHAPTER 8)
The Labour Relations Act 66 of 1995, which provides a framework for dealing with conflict and negotiations in the workplace,
has been implemented. It is essential to understand the nature of conflict and negotiations in the organisation. Traditionally,
conflict and negotiations were dominated by high levels of adversity, destructive interaction and strong demands from the
parties concerned. Recently, the situation has been improving with more emphasis on mutual respect and participation.
2. Definition of Conflict
Trust or a lack of trust is becoming an important issue in modern organisations. This is partially due to external changes, such
as political, social, technological and economic changes, which impact on the functioning of organisations. These changes
lead to a widening
Conflict is defined differently by different people. The common themes that underlie the variety of definitions of conflict are
that it is perception-based, and that it results from opposition or incompatibility and some form of interaction.
Prescribed book defines conflict as a process that begins when one party perceives that another party has
negatively affected, or is about to negatively affect, something that the first party cares about.
DIFFERENT VIEWS OF CONFLICT
• Traditional Conflict – all conflict is harmful and should be avoided.
• Interactionist view of conflict - that conflict is not only a positive force in a group, but also an absolute
necessity for a group to perform effectively.
• Functional conflict - Conflict that supports the goats of the group and improves its performance.
• Dysfunctional conflict - Conflict that hinders group performance.
• Task conflict relates to the content and goals of the work.
• Relationship conflict focuses on interpersonal relationships.
• Process conflict relates to how the work gets done.
3. The Conflict Process
Stage 1: Potential opposition or incompatibility. The first step is characterised by conditions that create opportunities for conflict.
• Communication
• Structure
• Personal variables – which include personality, emotions and values. Personality does appear to play a
role in the conflict process: some people just tend to get into conflicts a lot.
Stage 2: Cognition and personalisation. The second stage is characterised by responding to a situation that has the potential for
opposition or incompatibility.
• Perceived conflict – Awareness by one or more parties of the existence of conditions that create
opportunities for conflict to arise.
• Felt conflict - Emotional involvement in a conflict that creates anxiety, tenseness, frustration or hostility.
Lyana Petzer Page 1 of 3
LEARNING UNIT 7: Conflict and negotiation (CHAPTER 8)
The Labour Relations Act 66 of 1995, which provides a framework for dealing with conflict and negotiations in the workplace,
has been implemented. It is essential to understand the nature of conflict and negotiations in the organisation. Traditionally,
conflict and negotiations were dominated by high levels of adversity, destructive interaction and strong demands from the
parties concerned. Recently, the situation has been improving with more emphasis on mutual respect and participation.
2. Definition of Conflict
Trust or a lack of trust is becoming an important issue in modern organisations. This is partially due to external changes, such
as political, social, technological and economic changes, which impact on the functioning of organisations. These changes
lead to a widening
Conflict is defined differently by different people. The common themes that underlie the variety of definitions of conflict are
that it is perception-based, and that it results from opposition or incompatibility and some form of interaction.
Prescribed book defines conflict as a process that begins when one party perceives that another party has
negatively affected, or is about to negatively affect, something that the first party cares about.
DIFFERENT VIEWS OF CONFLICT
• Traditional Conflict – all conflict is harmful and should be avoided.
• Interactionist view of conflict - that conflict is not only a positive force in a group, but also an absolute
necessity for a group to perform effectively.
• Functional conflict - Conflict that supports the goats of the group and improves its performance.
• Dysfunctional conflict - Conflict that hinders group performance.
• Task conflict relates to the content and goals of the work.
• Relationship conflict focuses on interpersonal relationships.
• Process conflict relates to how the work gets done.
3. The Conflict Process
Stage 1: Potential opposition or incompatibility. The first step is characterised by conditions that create opportunities for conflict.
• Communication
• Structure
• Personal variables – which include personality, emotions and values. Personality does appear to play a
role in the conflict process: some people just tend to get into conflicts a lot.
Stage 2: Cognition and personalisation. The second stage is characterised by responding to a situation that has the potential for
opposition or incompatibility.
• Perceived conflict – Awareness by one or more parties of the existence of conditions that create
opportunities for conflict to arise.
• Felt conflict - Emotional involvement in a conflict that creates anxiety, tenseness, frustration or hostility.
Lyana Petzer Page 1 of 3
