Conflict and Negotiation

Presented By:

Group No. :- 06
Group Members:
 Adarsha Chaubey (110066)
 Anurag Kumar (110074)
 Jyotsna Prakash (110082)
 Nitish Kumar Sinha (110090)
 Ravi Kumar Mahto (110098)
 Shruti (110106)
 Tarun Tiwary (110114)
Conflict and Negotiation
Conflict: A situation in which incompatible goal, attitude, emotions and behaviour leads to
disagreement between two or more parties.
Importance of conflict management skills for managers:
Estimates show that managers spend about 21% of their time every week dealing with conflicts.
Therefore, conflict management skill is a major predictor of managerial success.
One can manage conflict through his/her emotional intelligence(power to control,adapt to change,
and manage adversity.
Functional vs Dysfunctional conflict:
Not all conflict is bad. Functional conflict encourages new solutions to problems and enhance
creativity in the organization. In this case managers will want to encourage conflicts and
prevent/reduce Dysfunctional conflict.
 Functional and Dysfunctional conflicts

Functional conflict: It is a healthy, constructive disagreement between two or more parties. It can produce new

ideas, learnings and growth among individuals. It basically arises from someone who challenges old policies or

thinking of new ways to approach problems.

Dysfunctional conflict: It is an unhealthy , destructive disagreement between two or more people. It is

dangerous as it takes focus away from the work to be done and places it’s focus on the conflict itself. It basically

arises from emotional or behavioural factors. Disagreements involving personalized anger and resentment directed

at specific individuals rather than specific ideas dysfunctional.

 Consequences of Conflict

Positive Consequences Negative Consequences

• Leads to new ideas • Diverts energy from work

• Stimulates creativity • Threatens psychological well-being

• Motivates change • Wastes resources

• Promotes organizational vitality • Creates a negative climate

• Helps individuals and group establish identities • Breaks down group cohesion

• Serves as a safety value to indicate problems • Can increase hostility and aggressive behaviors
 Diagnosing Conflict

Diagnosing conflict is a difficult task to do .For this the manager must look at the issue, the context of the conflict
and the parties involved. Once the manager identifies the nature of the conflict he can either resolve it, if it is
functional or stimulate it, if it is dysfunctional.

But it is easy to make a mistake while the manager is diagnosing as the task conflicts can sometimes be understood
as personal or dysfunctional conflict. Therefore developing trust within the work group can keep this misattribution
from occurring.
 Causes of conflict in Organization

Structural Factors
 Specialization
Personal Factors
 Interdependence
 Skills and abilities
 Common resources
 Personalities
 Goal differences
 Perception
 Authority
 Values and ethics
relationships
 Emotions
 Status
 Communication
inconsistencies
barriers
 Jurisdictional
 Cultural differences
ambiguities
 Conflict Management Strategies

 The nature of outcome i.e., positive and negative will depend on overall
strategy used in a conflict management.
 These strategies can be of two types:

Competitive Cooperative
• Win-lose(negative outcomes) • Win-win (positive outcomes)

• Promotes dishonest communication • Promotes honest communication

• Creates mistrust • Encourage trust

• Develop rigidity between parties • Openness to risk and vulnerability.
 Win-lose Vs Win-win Strategies

STRATEGY DEPARTMENT A DEPARTMENT B ORGANISATION

Competitive lose lose lose

lose win lose

win lose lose

Cooperative win- win- win

 Conflict management techniques.

There are many strategies for dealing with conflict. These conflicts could work or fail. The
techniques which works are effective techniques and those don’t work are ineffective
techniques.
• Ineffective techniques:
1. Nonaction: It is doing nothing in hopes that conflict will disappear.
2. Secrecy: Trying to keep conflict out of the view of most people, which creates
only suspicion in the mind of individuals in the organisation.
3. Administrative orbiting: It is delaying action on a conflict by buying time for
thinking over the issue. It has same consequences as nonaction.
4. Due process nonaction: Due process non action is a procedure set up to address
conflicts that are so costly, time consuming, or personally risky that no one will use
it.
5. Character assassination: It is an attempt to lebel or discredit an opponent.
Contd.

Effective technique: These are the some types.

1. Superordinate goal: An organisation goal that is more important to both parties in a conflict then their individual or
group goals is a super ordinate goal. To achieve this goal cooperation between both parties is necessary.
2. Changing personnel: This technique can be used in long running severe conflict which can be traced to a specific
individual.
3. Changing structure: This technique used by changing the structure of the organisation. The structure of the
organisation can be changed into ways. First is a integrator can be introduced for creating dialogue between
groups that have difficulty communicating. another way can be using cross functional teams. Team approach
allows member from different departments to work together and reduce potential for conflict.
4. Confronting and negotiation: In some of the cases conflict becomes so serious that without super confrontation
negotiation there will be no solution. Negotiation is joint process of finding a mutually acceptable solution to a
complex conflict. Negotiation can be done with two major approaches.
1. Distributive bargaining is an approach in which the goals of a party or indirect conflict with the goal of the other party. Is involved
party strive to maximize its resources and it can be taken under competitive strategy i.e., win-lose strategy.
2. Integrative negotiation is an approach in which the parties goals are not seen as mutually exclusive and in which the focus is on
making it possible for both sides to achieve their objectives. It can be taken under win win situation for both parties.
 The Gandhian Approach to conflict Resolution
and integration

Gandhian approach uses humanistic values as a source of conflict and negotiation related
norms. There are three level of norms, which are-
 The first level relates to goals and conflicts: Define the conflict well by stating goals clearly, try
to understand opponents goals and state the conflict related facts objectively. Have a
positive approach to the conflict and look it as an opportunity to meet opponent and
transform the society.
 The second level of norms relates to conflict struggle and process: Act non-violently in
conflicts. Act in a goal-consistent manner by being constructive and be willing to sacrifice.
 The third level of norms relates to conflict resolution: Resolve conflicts by seeking negotiation,
positive social transformation, and the transformation of both self and the opponent. Be
generous with opponents.
Individual conflict in organizations
As with groups, conflict can occur between individuals or with a single individual.
 Types of interpersonal conflict:
(a) Inter role conflict
(b) Intra role conflict
(c) Person role conflict

 Managing Intrapersonal Conflict

MANAGING INTERPERSONAL CONFLICT
This can arise from many individual differences, including personalities ,attitudes,
values, perceptions and other differences to manage this it is imp to understand
power network.
POWER NETWORK-A/Q to Mastenbroek ,individuals in organization are organized in
3 basic type of power network.
 The first relationship is equal versus zero in which there is a horizontal balance of
power among the parties.
 The second power network is high versus low, or a powerful versus a less
powerful relationship. Conflict in this network can lead to job dissatisfaction.
 The third power network is high versus middle versus low the power network
illustrates the classic conflicts felt by middle managers.
DEFENSE MECHANISMS- when individuals are involved in conflict
with another human being, frustration often results. When individuals are
frustrated, as they often are in interpersonal conflict, they respond by
exhibiting defense mechanism.
FIXATION-An aggressive mechanism in which an individual keeps up a
dysfunctional behavior that will not solve the conflict.
DISPLACEMENT- in this an individual directs his or her anger towards
someone who is not the source of conflict.
NEGATIVISM- an aggressive mechanism in which a person responds with
pessimism to any attempt at solving problem.
COMPENSATION-In this an individual attempts to make up for a negative
situation by devoting himself or herself to another pursuit with increased
vigor.
IDENTIFICATION-A compromise mechanism whereby an individual patterns
his or her behavior with another’s.
Forms of Group Conflict in
Organization

 Inter-organizational Conflict: Conflict that occurs between two or more

organization.
 Intergroup Conflict: Conflict that occurs between groups or teams in an
organization.
 Intragroup conflict: Conflict that occurs within an individual.
Managers have at their disposal variety of conflict management styles:
 Avoiding
 Accommodating
 Competing
 Compromising
 Collaborating

 One way of classifying styles of conflict management is to examine the styles is

Assertiveness i.e.. The extent to which we want our goals met.
 Other way is cooperativeness i.e. The extent to which we want to see other party’s
concerns met.
 Avoiding- It is a deliberate decision to take no action on a conflict or to stay out of a
conflict situation. When the parties are angry and need time to cool down, it may be best to
use avoidance. Overuse of this style results in negative evaluations from others in
workplace. This style low on assertiveness and cooperativeness.
 Competing- Competing is a style that is very assertive and uncooperative. We want to
satisfy our own interests and are willing to do so at other party’s expense.
 Accommodating- A style in which we are concerned that the other party’s goals be made
but relatively unconcerned with getting our own way is called accommodating. It is
cooperative but unassertive.
 Compromising- the compromising style is intermediate in both assertiveness and
cooperativeness, because each party must give up something to reach a solution to the
conflict. Compromises are often made in the final hours of union management
negotiations, when time is of the essence. It is not optimal solution.
 Collaborating- A win-win style that is high on both assertiveness and cooperativeness is
known as collaborating. Working toward collaborating involves an open and thorough
discussion of the conflict and arriving at a solution that is satisfactory to both parties. Its
effective when both parties are committed to a final solution.
 Competing Collaborating
Assertive

Desire to satisfy one’s own concerns Compromising

Assertiveness-

Unassertive
Avoiding Accommodating

Uncooperative Cooperative

Cooperativeness- Desire to satisfy other concerns