Download - 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