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Conflict

In: Organisational Politics Revisited

Author

Listed:
  • Andrés Hatum

    (Universidad Torcuato Di Tella)

  • Eugenio Marchiori

    (Universidad Torcuato Di Tella)

Abstract

This chapter presents conflict as an inevitable and structural feature of organizational life, rather than a problem to be avoided. Conflict emerges wherever power is unequal, resources are limited, and objectives diverge. The key issue is how conflict is understood and managed. The chapter offers a practical framework to identify different types and intensities of conflict to help leaders diagnose situations accurately and avoid inappropriate responses. Negotiation is positioned as the main mechanism for managing conflict without escalation. Drawing on Fisher and Ury, the chapter highlights principled, interest-based negotiation as a way to control power and produce legitimate agreements. Complementing this, Chris Voss emphasizes the emotional and psychological dimensions of negotiation under pressure, showing how empathy and communication shape outcomes. Together, these approaches illustrate that negotiation is both rational and emotional. Within the OP-7D Model, conflict is inseparable from power, communication, culture, influence, and strategy. The chapter concludes that effective leadership uses negotiation to transform tension into alignment and organizational coherence.

Suggested Citation

  • Andrés Hatum & Eugenio Marchiori, 2026. "Conflict," Springer Books, in: Organisational Politics Revisited, chapter 8, pages 331-364, Springer.
    • Handle: RePEc:spr:sprchp:978-3-032-23459-9_8
    DOI: 10.1007/978-3-032-23459-9_8
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