Module 7 Conflict Management & Negotiation

8/2/2019 Module 7 Conflict Management & Negotiation

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Conflict andNegotiation

By Hamid Nawaz

Pakistan


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Conflict

Conflict Defined A process that begins when one party perceives that

another party has negatively affected, or is about tonegatively affect, something that the first party caresabout.

Is that point in an ongoing activity when an interactioncrosses over to become an interparty conflict.

Encompasses a wide range of conflicts that peopleexperience in organizations

Incompatibility of goals

Differences over interpretations of facts

Disagreements based on behavioral expectations


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Transitions in Conflict Thought

Causes:

Poor communication

Lack of openness Failure to respond to

employee needs

Traditional View of Conflict

The belief that all conflict is harmful and must beavoided.


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Transitions in Conflict Thought (contd)

Human Relations View of Conflict

The belief that conflict is a natural and inevitableoutcome in any group.

Interactionist View of Conflict

The belief that conflict is not onlya positive force in a group but thatit is absolutely necessary for agroup to perform effectively.


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Functional versus Dysfunctional Conflict

Functional Conflict

Conflict that supports the goalsof the group and improves itsperformance.

Dysfunctional Conflict

Conflict that hindersgroup performance.(Negative)

(Positive)


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Conflict is often needed

Helps to raise and address problems.

Energizes work to be on the most appropriateissues.

Helps people "be real", for example, it motivates

them to participate. Helps people learn how to recognize and benefit

from their differences.Conflict is not the same as discomfort. Theconflict isn't the problem - it is when conflict ispoorly managed that is the problem


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Conflict is a Problem

1.Hampers productivity.

2. Lowers morale.

3. Causes more and continued conflicts.

4. Causes inappropriate behaviors


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Conflict is constructive when it:

Results in clarification of important problems and issues

Results in solutions to problems

Involves people in resolving issues important to them

Causes authentic communication

Helps release emotion, anxiety, and stress

Builds cooperation among people through learning moreabout each other;

joining in resolving the conflict

Helps individuals develop understanding and skills


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Conflict is destructive when it:

Takes attention away from other importantactivities

Undermines morale or self-concept

Polarizes people and groups, reducingcooperation

Increases or sharpens difference Leads to irresponsible and harmful behavior,

such as fighting, name-calling


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Types of Conflict

Task ConflictConflicts over content andgoals of the work.

Relationship/External Conflict

Conflict based on interpersonalrelationships.

Process Conflict

Conflict over how work gets done.


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Types of Conflict .Contd

Internal ConflictConflicts because of someunsatisfied Need/Desire.

Realistic Conflict

Conflict that can beresolved.

Unrealistic Conflict

Conflict that cannot be resolved.


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Conflict Indicators

Body language

Disagreements, regardless of issue

Withholding bad news

Surprises

Strong public statements Airing disagreements through media

Conflicts in value system


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Conflict Indicators .Contd

Desire for power

Increasing lack of respect

Open disagreement

Lack of openness on budget problems or other

sensitive issues Lack of clear goals

No discussion of progress, failure relative to goals,failure to evaluate the superintendent fairly,

thoroughly or at all.


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The Conflict Process


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Stage I: Potential Opposition or Incompatibility

Communication

Meaning 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

Positive FeelingsNegative Emotions

Conflict Definition

Perceived ConflictAwareness by one or moreparties of the existence ofconditions that createopportunities for conflict to

arise.

Felt ConflictEmotional involvement in aconflict creating anxiety,tenseness, frustration, orhostility.


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Stage III: Intentions

Cooperativeness:

Attempting to satisfy the other partysconcerns.

Assertiveness: Attempting to satisfy ones own concerns.

Intentions

Decisions to act in a given way.


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Stage III: Intentions (contd)

Competing

A desire to satisfy ones interests, regardless of theimpact on the other party to the conflict.

Collaborating

A situation in which the parties to a conflict eachdesire to satisfy fully the concerns of all parties.

Avoiding

The desire to withdraw from or suppress a conflict.


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Stage III: Intentions (contd)

Accommodating

The willingness of one party in a conflict to place theopponents interests above his or her own.

Compromising

A situation in which each party to a conflict iswilling to give up something.


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Stage IV: Behavior

Conflict ManagementThe use of resolution and stimulationtechniques to achieve the desired level of

conflict.


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Conflict Management Techniques

Conflict Resolution Techniques

Problem solving

Superordinate goals

Expansion of resources Avoidance

Smoothing

Compromise

Authoritative command

Altering the human variable

Altering the structural variables


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Conflict Management Techniques

Conflict Resolution Techniques

Communication

Bringing in outsiders

Restructuring the organization Appointing a devils advocate


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Stage V: Outcomes

Functional Outcomes from Conflict

Increased group performance

Improved quality of decisions

Stimulation of creativity and innovation

Encouragement of interest and curiosity

Provision of a medium for problem-solving

Creation of an environment for self-evaluation and

change


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Stage V: Outcomes

Dysfunctional Outcomes from Conflict

Development of discontent

Reduced group effectiveness

Retarded communication

Reduced group cohesiveness

Infighting among group members overcomes groupgoals


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Bargaining Strategies

Integrative Bargaining

Negotiation that seeks one or more settlements thatcan create a win-win solution.

Distributive BargainingNegotiation that seeks to divide up a fixed amountof resources.


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Distributive Versus Integrative Bargaining

Bargaining Distributive IntegrativeCharacteristic Bargaining Bargaining

Goal Get as much of pie Expand the pie

as possible

Motivation Win-Lose Win-Win

Focus Positions Interests

Information Low High

Sharing

Duration of Short term Long termrelationships


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Staking Out the Bargaining Zone


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Negotiation

NegotiationA process in which two or more parties exchangegoods or services and attempt to agree on theexchange rate for them.

BATNA

The BestAlternative To aNegotiatedAgreement; thelowest acceptable value(outcome) to an individualfor a negotiated agreement.


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TheNegotiation

Process

BATNA

The BestAlternative To aNegotiatedAgreement; thelowest acceptable value

(outcome) to an individualfor a negotiated agreement.


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Issues in Negotiation

The Role of Mood & Personality Traits inNegotiation Positive moods positively affect negotiations

Traits do not appear to have a significantly direct effecton the outcomes of either bargaining or negotiatingprocesses (except extraversion, which is bad fornegotiation effectiveness)

Gender Differences in Negotiations

Women negotiate no differently from men, althoughmen apparently negotiate slightly better outcomes.

Men and women with similar power bases use thesame negotiating styles.

Womens attitudes toward negotiation and theirsuccess as negotiators are less favorable than mens.


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Third-Party Negotiations

MediatorA neutral third party who facilitates a negotiatedsolution by using reasoning, persuasion, andsuggestions for alternatives.

Arbitrator

A third party to a negotiationwho has the authority todictate an agreement.


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Third-Party Negotiations (contd)

Consultant

An impartial third party, skilled inconflict management, who attempts

to facilitate creative problemsolving through communication andanalysis.

Conciliator

A trusted third party who provides aninformal communication link betweenthe negotiator and the opponent.


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USE.Competition

When quick, decisive action is vital (inemergencies); on important issues.

Where unpopular actions need implementing(in cost cutting, enforcing unpopular rules,

discipline).

On issues vital to the organizations welfare.

When you know youre right.Against people who take advantage of

noncompetitive behavior.


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USE ..Collaboration

To find an integrative solution when both setsof concerns are too important to becompromised.

When your objective is to learn.

To merge insights from people with differentperspectives.

To gain commitment by incorporatingconcerns into a consensus.

To work through feelings that have interferedwith a relationship.


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USE.Avoidance

When an issue is trivial, or more important issuesare pressing.

When you perceive no chance of satisfying yourconcerns.

When potential disruption outweighs the benefitsof resolution.

To let people cool down and regain perspective.

When gathering information supersedesimmediate decision.

When others can resolve the conflict effectively.

When issues seem tangential or symptomatic ofother issues.


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USE.Accommodation

When you find youre wrong and to allow a better

position to be heard.

To learn, and to show your reasonableness.

When issues are more important to others than toyourself and to satisfy others and maintaincooperation.

To build social credits for later issues.

To minimize loss when outmatched and losing.

When harmony and stability are especiallyimportant.

To allow employees to develop by learning frommistakes.


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USECompromise

When goals are important but not worth the effortof potential disruption of more assertiveapproaches.

When opponents with equal power are committedto mutually exclusive goals.

To achieve temporary settlements to complexissues.

To arrive at expedient solutions under timepressure.

As a backup when collaboration or competition isunsuccessful.


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Thats All.

Module 7 Conflict Management & Negotiation

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