Conflict & negotiation

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Conflict and Conflict and NegotiationNegotiation

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CONFLICTCONFLICT

Conflict is a situation in which two or more people disagree over issues of organizational substance and/or experience some emotional antagonism with one another

There are two kind of conflicts:1. Substantive Conflicts, is conflicts that occurs in the

form of fundamental disagreement over ends or goals to be pursued and the means for their accomplishment

2. Emotional Conflicts, is conflicts that involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like

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LEVELS of CONFLICTSLEVELS of CONFLICTS

1. Intrapersonal Conflicts, is conflicts that occurs within the individual due to actual or perceived pressures from incompatible goals or expectations

2. Interpersonal Conflicts, is the conflicts that occurs between two or more individuals

3. Intergroup Conflicts, is conflicts that occurs among groups in a organization

4. Interorganizational Conflicts, is conflicts that occurs between organizations

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Constructive and Destructive Constructive and Destructive ConflictsConflicts

Constructive Conflicts, is conflicts that result in positive benefits to the group

Destructive Conflicts, is conflicts that works to the group’s or organization’s disadvantage

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Conflicts SituationsConflicts Situations

1. Vertical Conflicts, is conflicts that occurs between hierarchy levels,

2. Horizontal Conflicts, is conflicts that occurs between person or group at the same hierarchy level

3. Line -staff Conflicts, is conflicts that occurs between line and staff representatives

4. Role Conflicts, is conflicts that occurs when the communication of task expectations proves inadequate or upsetting

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CONDITIONS THAT CREATE CONFLICTS

Work-flow Interdependence, when a person or group must rely on task contributions from one or more others to achieve goals

Power And/or Value Asymmetry, exists when interdependent people or groups differ substantially from one another in status and influence or in values

Role Ambiguity or Domain Ambiguity, Resources Scarcity

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STAGES of CONFLICTSSTAGES of CONFLICTS

ANTECENDENTCONDIIONS

MANIFESTCONFLICTS

CONFLICTSRESOLUTION OR

SUPPRESSION

CONFLICTSAFTERMATH

FELTCONFLICTS

PERCEIVEDCONFLICTS

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CONFLICTS MANAGEMENT CONFLICTS MANAGEMENT APPROACHAPPROACH

Conflict resolution occurs when the reasons for a conflict are eliminated

1. Indirect Conflict Management Approacha. Appeals to common goalsb. Hierarchical referralc. Organization Redesignd. Use of mythology and scripts

2. Direct Conflict management Techniquesa. Lose-lose conflictsb. Win-lose conflictsc. Win-win Conflicts

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INDIRECT APPROACHINDIRECT APPROACH

1. Appeal to Common Goals, involves focusing the attention of potentially conflicting parties on one mutually desirable conclusion

2. Hierarchical Referral, use the chain of command for conflicts resolution problem are referred up the hierarchy for more senior manager to reconcile

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3. Organizational Redesign, by decoupling, buffering, linking pins, and liaison group

- Decoupling, involves separating or reducing the contact between two conflicting groups

- Buffering is a conflict management approach that sets up inventories to reduce conflicts when inputs of one group are the outputs of another group

- Linking Pins are persons who are assigned to manage conflict between groups that are prone to conflict

- Liaison Groups are groups that coordinate the activities of certain units to prevent destructive conflicts between them

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4. Scripts, is behavioral routines that become part of organization’s culture and Myths is proclamation or beliefs about situations that deny the necessity to make trade-offs in conflicts resolutions

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DIRECT TECHNIQUESDIRECT TECHNIQUES

1. Lose-lose Conflicts, occurs when nobody really gets what he or she wants, by Avoidance, Smoothing, and Compromise

- Avoidance is where everyone pretends the conflict

doesn’t really exist and hopes that it will simply go

away

- Smoothing involves playing down differences among conflicting parties and highlighting similarities and areas of agreement; it is also known as accommodation

- Compromise occurs when each party involved in a

conflict gives up something of value to the other

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2. Win-lose Conflicts, occurs when one party achieves its achieves its desires at the expense and to the exclusion of the other party desires, by Competition, Authoritative Command

- Competition is a conflict management technique

whereby a victory is achieved through force, superior skill

or domination

- Authoritative Command is a direct conflict management

technique where a formal authority dictates a solution and

specify what is gained and lost by whom

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3. Win-win Conflicts, is achieve by collaboration to address the real issues in a conflicts situations and the use of problem solving to reconcile differences.

- Collaboration is a direct and positive approach to conflict

management that involves a recognition by all the

conflicting parties that something is wrong and needs

attention through problem solving

- Problem solving involves gathering and evaluating

information in solving problems and making decisions

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CONFLICT MANAGEMENT GRIDCONFLICT MANAGEMENT GRID

Smoothing orAccommodationLetting the other’s wishes rule; smoothing over differences to maintain superficialHarmony

Competition orAuthoritative

CommandWorking

against the wishes of the other party, fighting to dominate in

win-lose competition, and/or forcing things to a favorable collusion through

the exercise of authority

Collaboration and Problem Solving

Seeking true satisfaction of everyone’s concerns by working

throughDifferences;

finding andSolving problem

so everyone gains as a results

AvoidanceDownplaying disagreement, failing to participate in the situation, and/or staying neutral at all cost

Compromise Working towards partial satisfaction of everyone’s concerns seeking acceptable rather than optimal solution that no one totally wins or loses

Cooperative

Cooperativeness(attempting to

satisfy the other party’s concerns)

Uncooperative

Unassertive AssertiveAssertiveness(attempting to

satisfy one’s own concern)

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USE CONFLICTSUSE CONFLICTSMANAGEMENT STYLESMANAGEMENT STYLES

Collaboration and Problem Solving, used to gain true conflict resolution, time and other circumstances permitting

Avoidance, used when an issue is trivial or more important issues are pressing or to let people cool down and regain perspective

Authoritative Command, used when quick and decisive action is vital or when unpopular actions must be taken

Accommodation, used when conflicts issues are more important to others than to oneself or when a person wants to build credits for use in later issues

Compromising, used for temporary settlements to complex issues or to arrive at expedient solutions when time is limited

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NEGOTIATIONNEGOTIATION

Negotiation is the process of making joint decisions when the parties involved have different preferences

Four major action settings for negotiations:1. Two Party Negotiation, manager negotiates

directly with one other person2. Group Negotiation, manager is a part of a group

whose members are negotiating to arrive at a common decision

3. Intergroup Negotiation, manager is apart of a group that is negotiating with another group

4. Constituency Negotiation, manager involve negotiation with other person and each individual party represent a board constituency

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ETHICAL NEGOTIATIONSETHICAL NEGOTIATIONS

Since any negotiation involves with different preferences trying to reach a joint decision, ethical behavior is often an issue, but sometimes not.

Why people act unethically in negotiations:

1. Profit Motive, the desire of each party to get more

2. Sense of Competitions, the beliefs among negotiations parties that there are insufficient resources

3. Concerns for Justice, search by each party for outcomes defined as fair only from narrow perspective of one’s self-interests

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EFFECTIVE NEGOTIATIONSEFFECTIVE NEGOTIATIONS

Criterion 1: Quality, the negotiations results offer a quality agreement that is wise and truly satisfactory to all sides

Criterion 2: Efficiency, the negotiations is efficient and no more time consuming or costly than absolutely necessary

Criterion 3: Harmony, the negotiations is harmonious and fosters rather than inhibits good interpersonal relations

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APPROACHES IN NEGOTIATIONAPPROACHES IN NEGOTIATION

Distributive Negotiation, is negotiation in which the focus is on positions staked out or declared by the parties involved who are each trying to claim certain portions of the available pie

Integrative Negotiation, is negotiation in which the focus is on the merits of the issues, and the parties involve try to enlarge the available pie rather than stake claims to certain portion of it

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INTEGRATIVE AGREEMENTINTEGRATIVE AGREEMENT

Attitudinal Foundations of Integrative Agreement:1. Each party must approach the negotiation with

willingness to trust the other party

2. Each party must be willing to share information with the other party

3. Each party must willing to ask concrete question of the other party

Behavioral Foundations of Integrative Agreement:1. Ability to separate people from problem

2. Ability to focus on interest

3. Ability to avoid making premature judgements

4. Ability to judge possible agreements

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BARGAINING ZONEBARGAINING ZONE

Bargaining zone is the zone between one party’s minimum reservation point and the other party’s maximum reservation point in a negotiating situation

30,000Ei

45,000Gi

BARGAININGZONE

35,000Gr

40,000Er

Ei Employer’s initial offersGr Graduating senior’s minimum reservation pointEr Employer’s maximum reservation offerGi Graduating senior’s initial offers

Conflict & negotiation

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