Presentation On Conflicts & Negociations

8/3/2019 Presentation On Conflicts & Negociations

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Conflict occurs whenever disagreements exist in asocial situation over issues of substance or wheneveremotional antagonisms create frictions betweenindividuals or groups.

KINDS OF CONFLICT

Substantive conflict involves fundamentaldisagreement over ends or goals to be pursued and the

means for their accomplishment.

Emotional conflict involves interpersonal difficultiesthat arise over feelings of anger, mistrust, dislike, fear,resentment, and the like.


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Intrapersonal conflict: occurs within theindividual because of actual or perceivedpressures from incompatible goals or expectations

Interpersonal conflict: occurs between two ormore individuals in opposition to each other.

Inter-group conflict occurs among groups in an

organization.

Inter-organizational conflict occurs betweenorganizations


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Functional conflict, alternatively calledconstructive conflict, results in positive benefits toindividuals, the group, or the organization. On thepositive side, conflict can bring importantproblems to the surface so that they can beaddressed. It can cause decisions to be consideredcarefully and perhaps reconsidered to ensure thatthe right path of action is being followed.

Dysfunctional conflict, or destructive conflict,

works to the individuals groups, or organizationsdisadvantage. It diverts energies, hurts groupcohesion, promotes interpersonal hostilities, andoverall creates a negative environment for

workers.


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Managers should recognize that unresolved priorconflicts help set the stage for future conflicts ofthe same or related sort.

Perceived conflict : Conflict antecedents establish

the conditions from which conflicts are likely todevelop. When the antecedent conditions becomethe basis for substantive or emotional differencesbetween people or groups, the stage of perceivedconflict exists.

Felt conflict: When conflict is felt, it is experiencedas tension that motivates the person to take actionto reduce feelings of discomfort. For conflict to beresolved, all parties should both perceive it andfeel the need to do something about it.


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Manifest conflict: When conflict is expressed openly inbehavior, it is said to be manifest. It may be resolved byremoving or correcting its antecedents. It can also besuppressed. But, Suppression is a superficial and often

temporary form of conflict resolution.

Unresolved conflicts can result in sustained emotionaldiscomfort and escalate into dysfunctional emotionalconflict between individuals. In contrast, truly resolvedconflicts may establish conditions that reduce thepotential for future conflicts or make it easier to deal

with them. Thus, any manager should be sensitive to theinfluence ofconflict aftermath on future conflictepisodes.


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Vertical conflict occurs between hierarchical levels. Itcommonly involves supervisorsubordinate disagreementsover resources, goals, deadlines, or performance results.

Horizontal conflict occurs between persons or groups at the

same hierarchical level. These disputes commonly involve goalincompatibilities, resource scarcities, or purely interpersonalfactors.A common variation of horizontal conflict is

Linestaff conflict. It often involves disagreements over whohas authority and control over certain matters such as

personnel selection and termination practices. Also common towork situations are

Role conflictsthat occur when there is unclear communicationof work expectations, excessive expectations in the form of joboverloads, insufficient expectations in the form of job underloads, and incompatibilities among expectations from different

sources.


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Work-flow interdependencies are breeding grounds forconflicts. Disputes and open disagreements may erupt amongpeople and units who are required to cooperate to meetchallenging goals. When interdependence isconflicts often

occur.

Domain ambiguitiesinvolve mis-understandings over domainissues. Conflict is likely when individuals or groups are placedin ambiguous situations where it is difficult for them tounderstand just who is responsible for what.

Actual or perceived Resource scarcitycan foster destructivecompetition. When resources are scarce, working relationshipsare likely to suffer.


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Reduced Interdependence When work-flow conflictsexist, managers can adjust the level ofinterdependency among units or individuals. Onesimple option is decoupling, or taking action toeliminate or reduce the required contact between

conflict parties.

Bufferingis another approach that can be used whenthe inputs of one group are the outputs of anothergroup.

Conflict management can be facilitated by assigningpeople to serve as formal linking pinsbetween groupsthat are prone to conflict. Persons in linking-pin roles,such as project liaison, are expected to understand theoperations, members needs, and norms etc.


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Appeals to Common Goals: An appealto common goals can focus the attentionof potentially conflicting parties on one

mutually desirable conclusion.Hierarchical Referral Hierarchicalreferralmakes use of the chain ofcommand for conflict resolution. Here,problems are simply referred up thehierarchy for more senior managers toreconcile.


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LoseLose Conflict Loselose conflictoccurs when nobody really getswhat he or she wants. The underlying reasons for the conflict remainunaffected and a similar conflict is likely to occur in the future. Loselose conflicts often result when there is little or no assertiveness andconflict management takes these forms:

Avoidance is an extreme form of inattention; everyone simplypretends that the conflict does not really exist and hopes that it will goaway.

Accommodation, or smoothing as it is sometimes called, involvesplaying down differences among the conflicting parties andhighlighting similarities and areas of agreement. This peaceful

coexistence ignores the real essence of a given conflict and oftencreates frustration and resentment.

Compromise occurs when each party gives up something of value tothe other. As a result of no one getting its full desires, the antecedentconditions for future conflicts are established.


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WinLose Conflict :In winlose conflict, one party achieves itsdesires at the expense and to the exclusion of the other partysdesires. This is a high-assertiveness and low-cooperativenesssituation.

It may result from outright com

petition in which a victory isachieved through force, superior skill, or domination by oneparty.

It may also occur as a result ofauthoritative command,whereby a formal authority simply dictates a solution andspecifies what is gained and what is lost by whom.

Winlose strategies fail to address the root causes of theconflict and tend to suppress the desires of at least one of theconflicting parties. As a result, future conflicts over the sameissues are likely to occur.


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WinWin Conflict Winwin conflictis achieved by a blend of bothhigh cooperativeness and high assertiveness.

Collaboration or problem solving involves a recognition by allconflicting parties that something is wrong and needs attention. It

stresses gathering and evaluating information in solving disputes andmaking choices. Winwin conditions eliminate the reasons forcontinuing or resurrecting the conflict since nothing has been avoidedor suppressed. All relevant issues are raised and openly discussed.The ultimate test for a winwin solution is whether or not theconflicting parties see that

the solution achieves each others goals is acceptable to both parties, establishes a process whereby all parties involved see a

responsibility to be open and honest about facts and feelings. Whensuccess is achieved, true conflict resolution has occurred.


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Negotiation is the process of making joint decisions

when the parties involved have different preferences.

It can also be defined as a process in which two or

more parties exchange goods or services and attempt

to agree on the exchange rate for them.

CRITERIA OF AN EFFECTIVE NEGOTIATION

QualityThe negotiation results offer a quality agreement that iswise and satisfactory to all sides.

HarmonyThe negotiation is harmoniousand fosters rather than

inhibits good interpersonal relations.

E fficiencyThe negotiation is efficient and no more time

consuming or costly than absolutely necessary.


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Distributive bargaining: Negotiation that seeks todivide up fixed amount of resources- the essence is

who gets what share of fixed pie e.g. buying a second

hand vehicle, or negotiation for salary

The goal is to get as much of the pie as possible and creates awin-lose situation generally. In such cases the duration of

relationship is generally short-term.

As in the diagram below there are Target points that both A and B

want to attain , also there are resistance points that are the lowest

acceptable points. If there is some overlapping, there is asettlement range , where settlement is possible or the negotiation

breaks.Party As aspiration Range Settlement Party Bs aspiration rangerange

A Target point B resistance points A B target point


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Negotiation that seeks one or more settlements that can create a

win win solution. It aims at expanding the pie so that all parties

are satisfied.There is a long-term relationship in this case

HOW TO GAIN INTEGRATIVE AGREEMENTS

Attitudinal Foundations:

First each party must approach the negotiation with a willingness

to trust the other party. This is a reason why ethics andmaintaining

relationshipsare so important in negotiations.

Second, each party must convey a willingness to share informationwith the other party. Without shared information, effective problem

solving is unlikely to occur.

Third, each party must show a willingness to ask concrete questions

of the other party.This further facilitates information sharing.


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During a negotiation, all behaviour is important for

both its actual impact and the impressions it leaves

behind.

Information Foundations: The information

foundations of integrative agreements are substantial.

They involve each party becoming familiar with theBATNA, or best alternative to a negotiated

agreement. That is, each party must know what he or

she will do if an agreement cant be reached. This

requires that both negotiating parties identify and

understand their personal interests in the situation.


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Preparation and planning

Definition of Ground rules

Clarification and justification

Bargaining and problem-solving

Closure and implementation


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Understand the nature and causes of

conflict

Need to analyze also the most hopeful tominimum acceptable

After gathering information develop a

strategy

Also, determine BATNA-best alternativeto a negotiated agreement- for both sides


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Rules and regulations need to be laid

E.g who will do the negotiating?

Where will it take placeWhat time?

What will be the issues of negotiation?


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Both parties will explain, clarify and

justify the original demand

Inform and educate each other onvarious issues

Also, provide other party with some

documents if essential


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Give and take is done

Both parties need to make concessions

5.Closure and Implementation

Formalizing the agreement that has been

worked out

Developing procedures that arenecessary for implementation and

monitoring


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If individuals or group representatives reach a stalemate andare unable to resolve their differences through directnegotiation, the third party may help.

MEDIATOR: A neutral third party who facilitates a negotiatedsolution by using reasoning, persuasion, and suggestions foralternatives

ARBITRATOR: A third party to a negotiation who has the

authority to dictate an agreement. Arbitration may bevoluntary (as per parties) or compulsory (forced on theparties by law or contract). It always results in settlement


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CONCILIATOR: A trusted third party who provides aninformal communication link between two parties. They

engage in fact-finding, interpreting messages andpersuading disputants to develop agreements.

CONSULTANT: skilled and impartial third party whoattempts to facilitate problem solving throughcommunication and analysis, aided by knowledge ofconflict management. They aim at improve relations in

conflicting parties.


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Presentation On Conflicts & Negociations