conflicts and negotiations (1)

7/31/2019 Conflicts and Negotiations (1)

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Slide 1

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2/19

Slide 2

Discuss the concept of conflict and outline transitions in conflict thought

Determine the process of conflict through different stages and highlight the

outcomes of conflict

List the types of conflict and identify the s ources of conflict

Discuss the strategies for managing conflict optimally in organizations

Identify the role of negotiations in resolving conflict and compare the t wo strategies

of negotiation and their effectiveness

Enumerate the strategies for stimulating conflict

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Slide 3

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4/19

Slide 4

Transitions in

conflict thought

Transitions in

conflict thought

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5/19

Slide 5

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6/19

Slide 6

Conflict in organizational behaviour

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7/19

Slide 7

Types of Conflicts

Intraindividual conflict: Intrapersonal conflict is the result of tensions andfrustrations within the individual.

Interpersonal conflict: Interpersonal conflict occurs where there is opposition in two

peoples attitudes, behaviour, and actions.

Intragroup conflict: It includes the disagreements among the group members on

certain issues, thereby leading to ineffectiveness in the groups functioning.

Intergroup conflict: The conflict occurring between teams and groups is termed as

intergroup conflict.

Interorganizational conflict: Conflict occurring between two organizations is called

interorganizational conflict.

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8/19

Slide 8

Intraindividual Conflict

Conflict due to frustration

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9/19

Slide 9

Intraindividual Conflict

Goal conflict

Approach-approach conflict

Approach-avoidance conflict

Avoidance-avoidance conflict

Role conflict and ambiguity

The person and the role: Personality and expectation

Intrarole: Autocratic or Democratic

Interrole: Various role at the same time.

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10/19

Slide 10

Interactive Conflict

Interpersonal conflictPersonal differences

Information deficiency

Role incompatibility

Environmental stress

Intergroup behavior and conflictCompetition for resources

Task interdependence

Jurisdictional ambiguity

Status struggles

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11/19

Slide 11

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12/19

Slide 12

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13/19

Slide 13

CONFLICTCONFLICT--INTENSITYINTENSITY

CONTINUUMCONTINUUM

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14/19

Slide 14

POSITIVE ASPECTS OF

CONFLICTSRelease of Tension

Creativity

Stimulation of Change

Identification of Weaknesses

Group Cohesiveness

Challenge Conflict tests the abilities and capacit ies of individuals and groups. It creates challenges forthem for which they have to be dynamic and creative. If they are able to overcome the challenge, they feel satisfied and

their zeal to work harder is increased.

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15/19

Slide 15

NEGATIVE ASPECTS OF

CONFLICTSResignation of Personnel

Tensions

Discontentment: Conflict is likely to be a source of dissatisfactionto the losing party which will wait for an opportunity to settle the score

with the winning party. As a result, their productivity will suffer

Creation of Distrust

Goal Displacement

Weakening of Organisation

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16/19

Slide 16

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$$$$ Problem solving: Face-to-face meeting of the conflicting parties for the

purpose of identifying the problem and resolving it through open discussion. Superordinate goals: Creating a shared goal that cannot be attained

without the cooperation of each of the conflicting parties.

Expansion of resources: When a conflict is caused by the scarcity of aresourcesay, money, promotion opportunities, office spaceexpansion ofthe resource can create a win-win solution.

Avoidance: Withdrawal from, or suppression of, the conflict. Smoothing: Playing down differences while emphasizing common interests

between the conflicting parties. Compromise: Each party to the conflict gives up something of value.

Authoritative command: Management uses its formal authority to resolvethe conflict and then communicates its desires to the parties involved.

Altering the human variable: Using behavioral change techniques such ashuman relations training to alter attitudes and behaviors that cause conflict.

Altering the structural variables: Changing the formal organizationstructure and the interaction patterns of conflicting parties through jobredesign, transfers, creation of coordinating positions, and the like.

Problem solving: Face-to-face meeting of the conflicting parties for thepurpose of identifying the problem and resolving it through open discussion.

Superordinate goals: Creating a shared goal that cannot be attainedwithout the cooperation of each of the conflicting parties.

Expansion of resources: When a conflict is caused by the scarcity of aresourcesay, money, promotion opportunities, office spaceexpansion ofthe resource can create a win-win solution.

Avoidance: Withdrawal from, or suppression of, the conflict. Smoothing: Playing down differences while emphasizing common interests

between the conflicting parties. Compromise: Each party to the conflict gives up something of value.

Authoritative command: Management uses its formal authority to resolvethe conflict and then communicates its desires to the parties involved.

Altering the human variable: Using behavioral change techniques such ashuman relations training to alter attitudes and behaviors that cause conflict.

Altering the structural variables: Changing the formal organizationstructure and the interaction patterns of conflicting parties through jobredesign, transfers, creation of coordinating positions, and the like.

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17/19

Slide 17

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18/19

Slide 18

Negotiation Skills: Going Beyond

Conflict Management Negotiation: Negotiation is a process by which two or

more parties, each with its own goals andperspectives, coordinate areas of interest throughconcession and compromise to reach an agreement andtake joint decisions about areas of common concern in asituation in which neither side has nor wants to usecomplete power.

Traditional negotiation approachesDistributive bargaining: Zero sum game; fixed Pie and

how to get biggest pie.

Positional bargaining: Successively taking and thengiving up a sequence of position.

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19/19

Slide 19

Negotiation Skills: Going Beyond

Conflict Management Contemporary negotiation skills

Use of skills Establishing superordinate goals

Separating the people from the problem

Focusing on interests, not on positions

Inventing options for mutual gain

Using objective criteria

Based on degree of risk Low-risk negotiation techniques: Flattery, easy point first,

Silence, have pity on me

High-risk negotiation techniques: Unexpected temper losses,take it or leave i t, favourable offer at the deadline.

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conflicts and negotiations (1)

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