L1 - Nature of Conflict & Negotiation

8/11/2019 L1 - Nature of Conflict & Negotiation

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Conflict Negotiation Management

Scheme:

Introduction to the Course / Participants

Rules of the Game

Class Discussion

Nature of Conflict By:

Nature of Negotiation Kishwar Sameen Gulzar


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1 Intro to the Course

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Rules of the Game

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Rules of the Game


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5

Rules of the Game


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Rules of the Game


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2 Case Discussion

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3 Nature of Conflict


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Defining Conflict

Sharp disagreement or opposition, as of interests, ideas, etc

Perceived divergence of interest or a belief that the parties currentaspirations cannot be achieved simultaneously.

The interaction of interdependent people who perceived

incompatible goals and interference from each other in achievingthose goals.


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Levels of Conflict

Levels of Conflict

In terms of scope In terms of severity

In terms of scope

Intra personal conflict

Inter personal conflict

Intra group conflict

Inter group conflict

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Levels of Conflict


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Conflict in Organizations


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Conflict in Organizations


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4 Nature of Negotiation


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Conflict Resolution through Negotiation

Why Does Negotiation Occur

To agree on how to use limited resources To create something new that neither party could do on his or her own

To resolve a problem or dispute between parties

Approaches to Negotiation

Bargaining vs. negotiation: Bargaining is a win-lose competitive situation while

negotiation is a win-win situation.

Many of the important factors that shape a negotiation result occur before the

parties negotiate.

The insight in negotiation comes from experience, media and the socialscience research.


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Characteristics of a Negotiation Situation

There are two or more parties

There is a conflict of need and desire between parties

The parties negotiate by choice

When negotiation occurs we expect a give and take process

The parties prefer to negotiate than to fight

Successful negotiation involves management of tangibles and the resolution ofintangibles


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Interdependence

The types of interdependence and the structure of the situation affect the outcomes of a

negotiation Zero sum or distributive situation: Individuals are so linked together that there is a negative

correlation between their goal attainments.

Mutual gain/non zero /integrative situation: There exists a positive correlation

Value Creation & Claiming

Value claiming occurs during competitive bargaining to attain the largest piece of the pie. Value creation occurs in integrative negotiation to find a way for all the parties to meet their

objectives.

Implications of Combining the Two

Negotiators must be able to recognize situations that require more of one approach than other

Negotiators must be versatile in their comfort and use of both major strategic approaches Negotiator perceptions of situations tend to be biased toward seeing problems a more distributive

than they really are.

Characteristics of a Negotiation Situation


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Dimension Difficult to resolve Easy to resolve

Issue in question Matter of principle - values, ethics Divisible issue - issue can be easilydivided into small parts

Size of stakes Zero sum-what one wins, the other

loses

Positive sum-both believe that both

can do better than simply distributing

current outcomes

Continuity of interaction Single transaction - no past or future Long-term relationship - expectedinteraction in future

Structure of the parties Disorganized-uncohesive, weak

leadership

Organized-cohesive, strong leadership

Involvement of third parties No neutral third party available Trusted, powerful, prestigious third

party available

Perceived progress of the

conflict

Unbalanced-one party feels more

harm and will want revenge and

retribution whereas stronger party

wants to maintain control

Balanced-both parties suffer equal

harm and equal gain; both may be

more willing to call it a draw

Conflict Diagnostic Model


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Dual Concerns Model

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Styles of Handling Conflict

Conflict Style Situation where appropriate Situations where inappropriate

Integrating 1-Issues are complex.

2-Synthesis of ideas is needed to come up with

better solutions.

3-Commitment is needed from other parties for

successful implementation.

4-Time is available for problem solving.

5-One party alone cannot solve the problem.

6-Resources possessed by different parties are

needed to solve their common problems

1-Task or problem is simple.

2-Immediate decision is required.

3-Other parties are unconcerned about

outcome.

4-Other parties do not have problem-

solving skills.


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Obliging 1-You believe you may be wrong.

2-Issue is more important to the other party.

3-You are willing to give in exchange for

something from the other party in future.

4-You are dealing from a position of

weaknesses.

5-Preserving relationship is important.

1-Issue is important to you.

2- You believe you are right.

3- The other party is wrong or

unethical.



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Dominating 1-Issue is trivial.

2-Speedy decision is needed.

3-Unpopular course of action is

implemented.

4-Necessary to overcome assertive

subordinates.

5-Unfavorable decision by the other party

may be costly to you.

6-Subordinates lack expertise to make

technical decisions.

7-Issue is important to you.

1-Issue is complex.

2-Issue is not important to you.

3-Both parties are equally powerful.

4-Decision does not have to be made

quickly.

5-Subordinates possess high degree of

competence.



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Avoiding 1-Issue is trivial.

2-Potential dysfunctional effect of

confronting the other party outweighs

benefit of resolution.

3-Cooling off period is needed.

1-Issye is important to you.

2-It is your responsibility to make

decision.

3-Parties are unwilling to defer;

issue must be resolved.

4-Prompt attention is needed.



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Compromising 1-Goals of parties are mutually exclusive.

2-Parties are equally powerful.

3-Concensus cannot be reached.

4-Integrating or dominating style is not

successful.

5-Temperory solution to a complex problem

is needed.

1-One party is more powerful.

2-Problem is complex enough to need a

problem-solving approach.



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When You Should Not Negotiate

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L1 - Nature of Conflict & Negotiation

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