Conflict and Negotiation Final

8/13/2019 Conflict and Negotiation Final

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What is CONFLICT?

Process that begins when one party perceives that another party hasnegatively affected, or is about to negatively affect, something that thefirst party cares about.

Encompasses a wide range of conflicts that people experience inorganizations Incompatibility of goals Differences over interpretations of facts Disagreements based on behavioral expectations


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DIFFERENT VIEWS OF CONFLICT

Traditional View of Conflict (1930s-1940s)The belief that all conflict is harmful and must beavoided

Human Relations View of Conflict (1940s mid1970s)The belief that conflict is a natural and inevitableoutcome in any group

Interactionist View of Conflict (current )The belief that conflict is not only a positive force in agroup but that is absolutely necessary for a group toperform effectively


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Forms of Conflict

Functional Conflict

Conflict that supports the goals of the group andimprove its performance

Dysfunctional Conflict

Conflict that hinders group performance


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Types of 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


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CONFLICT IN THE ORGANZATION

Individual Conflict

Interpersonal Conflict

Inter Organizational Conflict


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The Conflict Process


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Stage I: Potential Opposition

or Incompatibility Communication

Semantic difficulties, misunderstandings, and noise

Structure Size and specialization of jobs

Jurisdictional clarity/ambiguity Member/goal incompatibility

Leadership styles (close or participative)

Reward systems (win-lose)

Dependence/interdependence of groups

Personal Variables Differing individual value systems

Personality types


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Stage II: Cognition and

Personalization Important stage for two reasons:

1. Conflict is defined

Perceived Conflict

Awareness by one or more parties of the existence ofconditions that create opportunities for conflict to arise

2. Emotions are expressed that have a strong impact on theeventual outcome

Felt Conflict

Emotional involvement in a conflict creating anxiety,tenseness, frustration, or hostility


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Stage III: Intentions

Intentions

Decisions to act in a given way

Note: behavior does not always accurate reflect intent

Dimensions of conflict-handling intentions: Cooperativeness

Attempting to satisfy

the other partys

concerns Assertiveness

Attempting to satisfy

ones own concerns


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Conflict Handling Intentions


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STAGE IV: BEHAVIOR

Conflict Management

The use of resolution and stimulation techniques to achieve thedesired level of conflict

Conflict-Intensity Continuum


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Stage V: Outcomes

Functional

Increased group performance

Improved quality of decisions

Stimulation of creativity and innovation

Encouragement of interest and curiosity

Provision of a medium for problem-solving

Dysfunctional

Development of discontent

Reduced group effectiveness

Retarded communication

Reduced group cohesiveness Infighting among group members overcomes group goals

Creating Functional Conflict

Reward dissent and punish conflict avoiders

on of an environment for self-evaluation and change


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Conflict Resolution Techniques

Collaborating: Win/Win

Compromising: Win some/Lose some

Accommodating: Lose/Win

Competing: Win/Lose

Avoiding: No winners/No losers


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Negotiation

A process in which two or more parties exchange goodsor services and attempt to agree on the exchange ratefor them.

There are two general approaches to negotiation:

Distributive and

Integrative Bargaining.


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Distributive Bargaining

A negotiation method in which two parties strive to

divide a fixed pool of resources, often money, each

party trying to maximize its share of the distribution

Distributive bargaining is a fixed-sum game, and the

limited resource is often termed a fixed pie. It is

also called a zero-sum process because one party

loses whatever amount is gained by the other.


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Integrative Bargaining

A negotiation strategy in which parties collaborate

to find a win-win" solution to their dispute. This

strategy focuses on developing mutually beneficial

agreements based on the interests of the

disputants. Interests include the needs, desires,

concerns, and fears important to each side.


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Distributive vs. Integrative

Bargaining


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Negotiation Process


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Preparation and Planning

Make sure that your goal stays paramount in yourdiscussions

Put your goals in writing and develop a range ofoutcomes to keep your attention focused.

Assess what you think are the other partys goals

Once you have gathered your information, use it to

develop a strategy.


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Definition of Ground Rules

During this phase, the parties will exchange their initialproposals or demands. At this stage, you are ready to

begin defining with the other party the ground rules andprocedures of the negotiation itself.

Clarification and Justification

Both you and other party will explain, amplify, clarify andjustify your original demands


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Conclusion

Negotiation can be viewed as a process in which a party wishes to persuade

and change the thought s and behaviors of another. When both parties wish

to do so, they both need to seek mutual benefits that address their needs and

perspectives before they can reach a consensus. Different people have

different views, and it is even more difficult to reach an agreement in an

international negotiation that involves different cultural backgrounds. The

three domains of personal qualities, situational factors, and strategies are

very different between different cultures. For example, Americans focus

heavily on facts, and they persuade others by using logic. To the Chinese

people, however, the mutual relationship between the negotiators is the key

to a successful negotiation. Therefore, a successful multinational businessnegotiation begins with understanding the opponents cultural andcognitive patterns.


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Thanking you

-Anisha Bataju- Nabin K. Poudel

- Rakin Shrestha

- Samita Sharma

- Susmita Shrestha

Conflict and Negotiation Final

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