The Nature of Conflict

Characteristics of conflict: What it is and what it is not
Destructive and constructive conflict
Competitive and cooperative conflict
Mutual gains negotiation  

Mutual Gains Negotiation

While some theorists consider bargaining or negotiation a different area of study from interpersonal conflict management, negotiation--the give and take involved in making decisions--is a part of everyday conflict and is, thus, considered here as part of the conflict management process.  For example, when friends have oppositional goals and desires on what movie to see, negotiation occurs. One of the most popular modern perspectives, the mutual gains approach, was developed by Roger Fisher and the Harvard Negotiation Project.

Mutual gains negotiation theorists recommend four key ideas to guide behavior during a conflict.

1.        Focus on the substance of the problem while keeping an eye on the relationship.
(Roger Fisher’s philosophy is to be:  "Hard on the problem; soft on the people")
- analyze the problem from the other’s point of view
- avoid defining the substantive problem as a people problem
- deal with emotions and people problems first
- negotiate how to negotiate

2.        Separate interests (needs) from positions (demands or wants)
- look for the need underlying the position
- elicit and give information

3.        Develop options where both can profit
- refuse to accept the easy solution
- examine solutions to ensure an idea really can be implemented
- put more than one item on the table at a time so trades can be made
- give up items which are of little interest to you but valuable to the other person

4.        Evaluate many possible solutions

Sources for the discussion of the nature of competitive and cooperative conflict include Fisher and Brown, 1988; Ross, 1993; Susskind and Field, 1996; Tjosvold, 1993.