Conflict And Negotiation

Presented by
Philip. Ajai K. G Elizabeth

Working together isnt always easy

DEFINITION
Chung and Megginson define conflict as

the struggle between incompatible or opposing need, wishes, ideas , interests of people. Conflict arises when individuals or groups encounter goals that both parties cannot obtain satisfactorily.

therefore conflict is a
Process Is a perception issue That arises from disagreements or incompatibility of Needs interests or concerns Between parties

Why Conflict Arises

Vs.

Type A Personality
Highly Competitive Strong Personality Restless when inactive Seeks Promotion Punctual Thrives on deadlines Maybe jobs at once

Type B Personality
Works methodically Rarely competitive Enjoys leisure time Does not anger easily Does job well but doesnt need recognition Easy-going

Personalities who cause conflict

Aggressor Passive Absentee Negative attitude Chatterbox Do nothing

THE INGREDIENTS OF CONFLICT

Needs Perceptions Power Values Feelings and emotions

Causes of conflicts and disputes

Simple misunderstandings Interest Conflicts Needs Conflicts Moral or Value Conflicts Power Conflicts Data or Factual Conflicts Troubled History Past grievances and distrust

Simple misunderstandings

Interest Conflicts

Need Conflicts

Security

Identity

Respect

Moral or Value Conflicts

Power Conflicts

Data or Factual Conflicts

Troubled History Past grievances and distrust

Conflict in an organization may arise from

Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral

expectations and likes

Evolution in Conflict Thought

Traditional View of Conflict
The belief that all conflict is harmful and must be avoided
Prevalent view in the 1930s-1940s

Conflict resulted from:

Poor communication Lack of openness Failure to respond to employee needs
2009 Prentice-Hall Inc. All rights reserved. 15-19

Continued evolution in Conflict Thought

Human Relations View of Conflict
The belief that conflict is a natural and inevitable outcome in any group Prevalent from the late 1940s through mid-1970s

Interactionist View of Conflict

The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively Current view
2009 Prentice-Hall Inc. All rights reserved. 15-20

Forms of Conflicts
Functional Conflict
Conflict that supports the goals of the group and improves its performance

Dysfunctional Conflict
Conflict that hinders group performance

2009 Prentice-Hall Inc. All rights reserved.

15-21

Types of Integrationist Conflict

Task Conflict
Conflicts over content and goals of the work Low-to-moderate levels of this type are FUNCTIONAL

Relationship Conflict
Conflict based on interpersonal relationships Almost always DYSFUNCTIONAL

Process Conflict
Conflict over how work gets done Low levels of this type are FUNCTIONAL
2009 Prentice-Hall Inc. All rights reserved. 15-22

CLASSIFICATION OF CONFLICTS
INTRAPERSONAL CONFLICT Incompatibility between needs of the individual and the goals of the organization,and the absence of role clarity. Individual may face stress, frustration while achieving the goals.

CLASSIFICATION OF CONFLICTS
INTERPERSONAL CONFLICT
Is the result of differences in perception and gaps in
communication. Individual feels that his image is under threat because of the actions of another individuals. INTERGROUP CONFLICTS The conflicts between groups are referred to as intergroup conflicts May arise due to differences in viewpoints or competition

Conflict process
Stage 1 Potential opposition Stage 2
Cognition and personalization

Stage 3 Behavior

Stage 4 outcomes

originator condition Communication Structure Personal variables

Perceived conflict

Increased group performance Overt conflict

Felt conflict Conflict handling behaviors

Competition Collaboration Accommodation Avoidance compromise

Decreased group performance

Negotiations

A process in which one party agrees to exchange a product or service with another party in return of something.

Bargaining Strategies
Distributive Bargaining Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation. Integrative Bargaining Negotiation that seeks one or more settlements that can create a win-win solution.

The Negotiation Process

Preparation &planning

Definition of general rules

Clarification & justification Bargaining & problem solving

Closure& implementation

Issues in Negotiation
The Role of Personality Traits in Negotiation Gender Differences in Negotiations Cultural difference in negotiation

Third-Party Negotiations
Mediator

A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives.

Arbitrator
A third party to a negotiation who has the authority to dictate an agreement.

Conciliator
A trusted third party who provides an informal communication link between the negotiator and the opponent. .
Consultant An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis.

Improving Negotiation Skills

Research your opponent Begin with a positive overture Address the problem not the personalities Pay little attention to initial offers Emphasize win-win solution Create an open and trusting climate

Expected questions.
What is conflict? How can conflict be managed successfully? What are the stages in conflicts?
What is negotiation?
What are the different strategies involved in

negotiation?