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The "Social Conflict Theory
Conflict sociology theory
Conflict theory and social class]
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Once individuals or parties enter into a negotiation process to resolve conflict, they will bring a clear position on the table in their efforts to settle the conflict. The two basic situation’s people follow when entering into negotiations are cooperative or competitive. A cooperative approach supports the process of interest-based or integrative bargaining, this interested groups to pursue a win-win results. The disputants who work cooperatively to negotiate a solution is more likely to develop a union of trust, and can come up with equally respected options of settlement. The mutual gains approach is considered a practical resolution process. The options of a negotiated settlement are limited in some cases to set amount of rewards …show more content…
Many scholars in the field of social psychology, with one scholar in particular, Morton Deutsch, have developed philosophies pertaining to the issues that could influence whether a person approaches a conflict cooperatively or competitively. The most important causes are the disposition of the dispute, and the goals each side seeks to get as a result of it. Morgan Deutsch’s theory focuses on the relationship between the involving parties’ goals, which he calls interdependence. According to Morton Deutsch’s theory, the type of interdependence presented between negotiating parties will mainly guide on how the parties cooperate. Morgan Deutsch identifies two key types of goal interdependence, which is positive and negative. The positive interdependence means that each parties’ goals are linked together with such a way that the chance of one side reaching its goal is increased by the odds that the other side successfully reaching its goal. The aim in achieving positive interdependent goals normally result in cooperative circumstances, because any member can “attain his goal if, and only if, the others with whom he is associated with can attain their goals.” Negative interdependence means that each side’s goal are associated together in such a way that the chance of one side, reaching its goal, is decreased by the chance of the other side …show more content…
However, the atmosphere of the people involved may also play an important role in which conflict issues are brought to the negotiating table. Thus, it is also possible that some people may use a certain character, “because they have a behavior that is adverse to do so.” Morgan Deutsch differentiates between these two key factors of individuality: firmness in the quest of one’s own goals, and cooperate in search of mutual
Lewicki, J. R., Barry, B., & Saunders, M. D. (2010). Negotiation: Readings, exercises and cases
Walmart can be studied using structure functional theory and social conflict theories. Social functional theory is the relationships among parts of society and how these parts are functional(have beneficial consequences) or dysfunctional (have negative consequences. Most Americans today love to shop at Walmart because they continue to give consumers the best prices on over 120,000 products and are one stop shopping.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369
Did you know that in 2014, shoplifting and worker’s theft cost the retail industry a loss of thirty-two billion dollars (Wahba, 2015)? According Wahba “a common misperception about shoplifting is that retailers can ‘afford’ the loss of a candy bar or a pair of jeans” (2015). This type of reasoning certainly does make more sense when explained through the context of a criminological theory. For example according to the Rational Choice theory individuals weigh the costs and benefits associated with a criminal and or deviant act and then make a conscious choice. Other criminological theories explain criminal and deviant behavior using a biological, psychological, social, conflict, or multifactor component. Taking that into consideration in this
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Negotiations styles are scholastically recognized as being broken down into two general categories and those are distributive bargaining styles and integrative negotiation styles. Distributive bargaining styles of negotiation are understood to be a competitive type of negotiation. “Distributive bargaining, also known as positional bargaining, negotiating zero-sum, competitive negotiation, or win-lose negotiation, is a type or style of negotiation in which the parties compete for the distribution of a fixed amount of value” (Business Blog Reviews, 2011). This type of negotiation skill or style approach might be best represented in professional areas such as the stock market where there is a fixed goal in mind or even in a garage sale negotiation where the owner would have a specific value of which he/she would not go below. In contrast, an integrative negotiation approach/style is that of cooperative bargaining, or win-win types ...
We are all influenced by our human nature. Indeed, very often, our natural traits affect more than we would the decisions we think we make rationally. One of these human tendencies is to agree with our neighbor and to some extend, to avoid conflicts with individuals that we know. In other words, we are intrinsically inclined to say yes, especially if we praise the relationship. Even if negotiators are fully aware of this weakness, they cannot get rid of it. On the contrary, when they strongly desire a positive outcome to an exciting or a challenging negotiation, they might yield to any agreement, just to close the deal. Sometimes, they can do so even if the agreement does not meet their objectives. In order to address this human propensity that might be painful both in negotiation circumstances and in everyone’s private life, William Ury wrote the book The Power of a Positive No.
The first common theme is the importance of clear strategic intent and big picture thinking in negotiations. Before taking the Negotiation Behaviour unit, I always perceived negotiation as a fixed-pie, a zero-sum gain situation, where one party wins and the other party loses. This belief has often led me to a competitive behaviour in negotiation by trading the big picture thinking with the need to win, getting too detailed too quickly, leading to a positional approach instead of having a broad goal and explore for ways around problems to create value and get the best outcome.
Whether or not we are aware of it, each of us is faced with an abundance of conflict each and every day. From the division of chores within a household, to asking one’s boss for a raise, we’ve all learned the basic skills of negotiation. A national bestseller, Getting to Yes, introduces the method of principled negotiation, a form of alternative dispute resolutions as opposed to the common method of positional bargaining. Within the book, four basic elements of principled negotiation are stressed; separate the people from the problem, focus on interests instead of positions, invest options for mutual gain, and insist on using objective criteria. Following this section of the book are suggestions for problems that may occur and finally a conclusion. In this journal entry I will be taking a closer look at each of the elements, and critically analyse the content; ultimately, I aim to briefly bring forth the pros and cons of Getting to Yes.
Negotiating styles are grouped into five types; Competing, Collaborating, Comprising, Avoidance, and Accommodating (Colburn, 2010). Even though it is possible to exhibit different parts of the five types of negation styles in different situations, can see that my tendencies seem to default to, Compromise and Accommodating. In reviewing the course work and reviewing my answers for Questionnaire 1 and 5, I find that the data reflects the same assumption. The accommodating profile is one where relationship perseveration is everything and giving what the other side wants is the route to winning people over. Accommodators are well liked by their colleagues and opposite party negotiators (Colburn, 2010). When analyzing my accommodating tenancy in negations, I find often it is easier to give into the demands when they are within a reasonable range. I often consider it the part of providing a high level of customer service. It has been my experience that continued delaying and not coming to an agreement in a topic will only shorten the window in which you will have to meet the request since. The cons to this style are by accommodating highly competitive styles the accommodator can give up to much ground in the process. “Giving away value too easily too early can signal to your negotiation counterpart that you've very deep pockets, and your gift is just a taster of bigger and better gifts to come”. The other negations type I default to is compromising. Compromising “often involves splitting the difference; usually resulting in an end position of about half way between both parties’ opening positions” (Colburn, 2010). In the absence of a good rationale or balanced exchanged concessions, half way betwee...
As one of the oldest social psychology theories, the Realistic Conflict Theory deals with the conflict and hostility that is projected to arise between individuals or groups competing over the same limited resources. Therefore, a resource, opportunity, or even goal, becomes harder to obtain, the amount of aggression is projected to increase as well. This theory is not only visible in many everyday situations, but it also established a basis for which discrimination and prejudice can be partly explained.
Interpersonal conflict is very common with many relationships. It occurs when two people can not meet in the middle or agree on a discussion. Cooperation is key to maintaining a healthy debate. More frequently; when dealing with members of your own family, issues arise that include conflict and resolution. During this process our true conflict management style appears “out of thin air”. (Steve A. Beebe, 2008, p. 191).
Many people enjoy working or participating in a group or team, but when a group of people work together chances are that conflicts will occur. Hazleton describes conflict as the discrepancy between what is the perceived reality and what is seen as ideal (2007). “We enter into conflicts reluctantly, cautiously, angrily, nervously, confidently- and emerge from them battered, exhausted, sad, satisfied, triumphant. And still many of us underestimate or overlook the merits of conflict- the opportunity conflict offers every time it occurs” (Schilling, nd.). Conflict does not have to lead to a hostile environment or to broken relationships. Conflict if resolved effectively can lead to a positive experience for everyone involved. First, there must be an understanding of the reasons why conflicts occur. The conflict must be approached with an open mind. Using specific strategies can lead to a successful resolution for all parties involved. The Thomas-Kilmann Conflict Mode Instrument states “there are five general approaches to dealing with conflict. The five approaches are avoidance, accommodation, competition, compromise, and collaboration. Conflict resolution is situational and no one approach provides the best or right approach for all circumstances” (Thomas, 2000).
In starting a new business, Matt’s cash flow is low and there is limit on what he will spend for the service. On the other hand, Chris wants to ensure a high fee but also guarantee he will not lose money after buying gas for his lawnmower. The goal in distributive bargaining is not to find a mutually accepted outcome, but rather that one side gains preferential treatment. In other words, the final result is a win-lose scenario. In distributive bargaining, each party must decide before the negotiation where certain breakpoints lie.
The importance of relationships may differ based on cultures or individuals. Compared to Chinese, Americans as children are more influenced by peers who exude their character through jokes and games while Chinese find enthusiasm in harmonious relationships. ( Friedman 2006) Also, the working position of the individuals involved in the conflict determines whether to avoid or be direct. Those who are considered of higher authority or have more power than others have an increased chance of being involved in conflict avoidance. People of lower status would rather avoid a conflict that involves a higher authority because of respect, and the power of decision making is primarily in the hands of the individual of bigger