Intrapersonal- Conflicting states that may exist within an individual. Most common workplace conflict. (May not qualify as true conflict because there is only 1 party.)

Interpersonal- Conflict between people, most basic unit of conflict.  Communicate directly. 

Intragroup-  Conflict within a single group. Groups with cultural differences.  

Intergroup- Conflict between groups. Representatives often used to communicate.  Most complicated level of conflict.

1.  Self-awareness

2.  Self-management

3.  Social awareness

4.  Relationship management

1. Latent Conflict and Emergence- opposing goals/potential conflict.  Trigger event creates more overt conflict.  Listening can prevent development of conflict (avoid misinterpretation verbal/body)

2. Escalation and Resolution- once overt, conflict often escalates.  Stalemate often the result.  Even resolved conflicts have pitfalls.

Stages Can Vary

Avoidance strategies seek to avoid dealing with conflict:

1. Denial

2.  Underresponsiveness (fail to ackowledge a problem)

3. Shifting/avoiding topics

4. Semantic Focus (focus on words instead of issues)

5. Postponement 

Advantages- prevention of potential escalation

Disadvantages- lack of resolution, increased tension

Competition- attempts to defeat the other party

1. Faulting other party

2. Hostile questioning

3. Hostile joking

4. Presumptive Attribution

5. Prescription

Advantages- stimulation of creativity and energy

Disadvantages- possible harm to relationship and forcing the other party to resort to "underground" tactics like sabotage.

Kilmann and Thomas Model- Compromise 

(win/lose - win/lose)

Compromise- Sacrifices that can be either mutual or counterproductive

Advantages- possibility of easy resolution of the conflict

Disadvantages- the use of compromise as an easy way out of truly resolving the conflict and prevention of more creative and satisfying solutions.

Kilmann and Thomas Model- Accommodation

(lose-win)

Accommodation- sacrifice of one's own goals for the sake of harmony

Should be used only as a short-term tactic; continued use results in chronic suppression of needs that will surface eventually

Advantages- reflects commitment/concern for the relationship

Disadvantages- Can be one-sided

Kilmann and Thomas Model- Collaboration

(win-win)

Collaboration involves both parties working cooperatively toward a solution. Requires greatest commitment to relationship. Characterized by use of: qualification, exchange of needs and feelings, show of empathy and support, emphasis on commonalities, acceptance of resposibility, initiation of problem solving

Disadvantage-

1. Analyzing the negotiation situation- Objective, environment

2. Planning for the Upcoming Negotiations- money, people and timing are usually at the center of negotiations. Make a plan in terms of relevant issues (strategies, location, agenda, process)

3. Organizing

4. Gaining/Maintaining Control

5. Closing the Negotiations

6. Continuous Improvement

1. Integrating- collaborates, works with other party

2. Obliging- concedes, strives to accommodate other

3. Dominating- uses power to achieve own goals.

4. Compromising- looks for middle ground

5. Avoiding- tries to avoid overt disagreement

Principle Negotiation- decides an issue based upon its merits and gets away from traditional notions of negotiation which emphasize getting the other side to "comeover" to your position.

4 Rules of Thumb: 

Separate People from the problem

Focus on Interests, not positions

Invent Various Options for Mutual Gain

Use Objective Criteria