Managing Conflict and

Negotiating
Arranged by:
Yohan Suryanto Pramono
 Timeline PT SARI HUSADA
2007
Danone Group mengakuisisi Royal Numico.

1998 Sari Husada beraliansi dengan Nutricia International, BV (Royal

Numico) dan Nutricia merupakan pemegang saham mayoritas
Sari Husada
1992 Sebagian besar saham Sari Husada dimiliki PT Tiga Raksa

1972 Seiring dengan dibelinya sebagian sahamnya oleh PT Tiga

Raksa, nama NV Saridele diubah menjadi PT Sari Husada.

1968 Perusahaan ini diakuisisi PT. Kimia Farma, sebuah BUMN.

1954 NV Saridele didirikan sebagai perwujudan program

Pemerintah Indonesia bekerja sama dengan PBB.
 BOC & BOD

Martin Heinrich Holscher David Stanley Algar Pascal Yves de Petrini Budi Satria Isman
Commissioner Commissioner President Commissioner Commissioner

Boris Bourdin
Rahmat Suhappy President Ahmad Hamdani
Operation Director Director Medical Director
Sybren Aaij Anastasia
Finance Sutadji
Director Marketing
Director

Eddy Kemenady M Agus

Research and Samsuddin
Development Human Resource
Director Director
Corine Tap Yeni Fatmawati Juan Carlos Martinez Bambang Setiawan
Sales Director Legal and Corporate SSD Director Supply Chain Director
Value of
Company
Conflict: A modern Perspective
Conflict: One party perceives its interests are being opposed or
set back by another party

Three accompanying workplace expressions:

 Conflict as war: “We shot down that idea.”

 Conflict as opportunity: “What are the possibilities for solving this problem?”

 Conflict as journey: “Let’s search for common ground.”

"If I had a formula for bypassing trouble, I would not pass

it round. Trouble creates a capacity to handle it.
I don't embrace trouble; that's as bad as treating it as an
enemy.

…But I do say meet it as a friend, for you'll see a lot of it and

had better be on speaking terms with it."
—Oliver Wendell Holmes
 Types of conflict:
Hinder organizational performance

Functional Conflict : serves organization’s interests

 Results in constructive, positive benefits to individuals, the group, or the
organization.

Potential benefits of functional conflict

◦ Surfaces important problems so they can
be addressed.
◦ Causes careful consideration of
decisions.
◦ Increases information available for
decision making.
◦ Provides opportunities for creativity.
 Types of conflict:
Hinder organizational performance

Dysfunctional Conflict : threatens organization’s interests

 Destructive to an individual or team.

Potential outcomes of dysfunctional

conflict
◦ Diverts energies.
◦ Hurts group cohesion; erodes trust.
◦ Creates overall negative environment.
◦ Can decrease work productivity and
job satisfaction.
◦ Can contribute to absenteeism and job
turnover.
 Types of conflict:
Hinder organizational performance
Conflict antecedents
Underlying reasons or conditions from which conflicts are likely to
develop.

 Incompatible personalities or value systems

 Overlapping or unclear job boundaries
 Competition for limited resources
 Interdepartment / intergroup competition
 Inadequate communication
 Interdependent task
 Organizational complexity
 Unclear policies, standards, and rules
 Unreasonable deadlines
 Collective decision making
 Unmet expectations
 Desired Conflict
Outcomes

Agreement : Strive for equitable and fair

agreements that last

Stronger Relationships : Build bridges of goodwill and

trust for the future

Learning : Greater self-awareness and creative

problem solving
 Types of conflict:
Probes the nature and organizational
implication

 Personality conflict : interpersonal opposition driven

by personal dislike or disagreement
 Inter group conflict : conflict among work group, team, or
departments
 Cross-cultural conflict : conflict because of differing
assumption about how to think and act
 Dealing with conflict:
Personality conflicts:

Tips for employees having conflict

 Communicate with other person
 Avoid dragging coworkers into conflict
 If dysfunctional conflict persist, seek help from supervisor

Tips for manager whose employees are having conflict

 Investigate and document conflict
 Take corrective action
 Attempt informal dispute resolution
 Refer to HR specialist if conflict is difficult
 Dealing with conflict:
Minimizing Intergroup Conflict
Level of perceived
intergroup conflict tends
to increase when:
 Conflict within the
group is high
 There are negative
interactions between
groups
 Influential third-party
gossip about other group
is negative
Recommended actions:
• Work to eliminate specific negative
interactions between groups
• Conduct team building to reduce
intragroup conflict and prepare
employees for cross-functional teamwork
• Encourage personal friendships and
good working relationships across
groups and departments
• Foster positive attitudes toward
members of other groups
• Avoid or neutralize negative gossip
across groups or departments
 Dealing with conflict:
Ways to Build Cross-Cultural Relationships

Behavior Rank

Be a good listener 1

Be sensitive to the needs of others 2

Tie
Be cooperative rather than overly competitive 2

Advocate inclusive (participative) leadership 3

Compromise rather than dominate 4

Build rapport through conversations 5

Be compassionate and understanding 6

Avoid conflict by emphasizing harmony 7

Nurture others (develop and mentor) 8

 Managing conflict:
Stimulating Functional Conflict:
Devil’s Advocacy Decision Program The Dialectic Decision
Method
1) A proposed course of
action is generated 1) A proposed course of
2) A devil’s advocate is action is generated
assigned to critique 2) Assumptions underlying
the proposal the proposal are
identified
3) The critique is 3) A conflicting
presented to key counterproposal is
decision makers generated based on
4) Any additional different assumptions
information relevant 4) Advocates of each
to the issues is position present and
gathered debate merits of their
proposals before key
5) The decision to decision makers
adopt, modify, or 5) The decision to adopt,
discontinue the either position or some
proposed course of other position is taken
action is taken 6) The decision is
6) The decision is monitored
monitored
 Managing conflict:

Handling Dysfunctional Conflict:

High Integrating Obliging

Concern for Others

Compromising

Low Dominating Avoiding

High Low
Concern for Self
 Managing conflict:
3rd Party Intervention:

Conflict triangles: Conflicting parties involve a third

persons rater than dealing directly with the other

Alternative Dispute Resolution (ADR) avoiding costly lawsuits by

resolving conflicts informally or through mediation or arbitration
 Facilitation
 Conciliation
 Peer review
 Ombudsman
 Mediation
 Arbitration
 Conflict at SARI HUSADA

Individual Performance Management for

Group Leader
Negotiation
Negotiation give-and-take
decision – making process
involving interdependent
parties with different
preferences.

 Distributive negotiation:
Single issue; fixed-pie; win-
lose.
 Integrative negotiation:
More than one issue; win-win.
Added-value Negotiation Techniques
Separately
Step 1: Clarify interests
 identify tangible and intangible needs

Step 2: Identify options

 Identify elements of value

Step 3: Design alternative deal packages

 Mix and match elements of value in various
workable combinations
 Think in terms of multiple deals

Step 4: Select a deal

 Analyze deal packages proposed by other
party

Step 5: Perfect the deal

Added-value Negotiation Techniques
Jointly
Step 1: Clarify interests
 Discuss respective needs
 Find common ground for negotiation

Step 2: Identify options

 Create a marketplace of value by discussing
respective elements of value

Step 3: Design alternative deal packages

 Exchange deal packages

Step 4: Select a deal

 Discuss and select from feasible deal packages
 Think in terms of creative agreement

Step 5: Perfect the deal

 Discuss unresolved issues
 Develop written agreement
 Build relationships for future negotiations
 Most complete Research
Theory information for
better
understanding
and managing
organizational
behavior

Practice