conflict_and_negotiation_(2)..............[1]

LET US NEVER negotiate OUT OF FEAR.BUT LET US NEVER FEAR TO NEGOTIATE.

John F.

Kennedy

CONFLICT AND NEGOTIATION

BYBY ASHRITA ASHRITA PRAMANICKPRAMANICK RAMESH RAMESH KUMARKUMAR 11STST YEAR MBA YEAR MBA

CONFLICT AND NEGOTIATION

BYBY ASHRITA ASHRITA

PRAMANICKPRAMANICK RAMESH RAMESH

KUMARKUMAR 11STST YEAR MBA YEAR MBA

CONFLICT

A process that begins when one party perceives that another party has negatively affected , or is about to negatively affect, something that the first party cares about.

VIEWS OF CONFLICT

TRADITIONAL VIEW:Conflicts are bad; they can/should be

avoided for the healthy functioning of the organization

HUMAN RELATIONS:Conflicts are natural, cannot be avoided,

& may benefit the organization.INTERACTIONIST VIEW:Selective encouragement of conflicts is

required for keeping a group vibrant, self-critical and creative

FATE OF CONFLICTS

CONFLICT

FUNCTIONAL

DYSFUNCTIONAL

TASKRELATIONS

HIPPROCES

S

LEVEL OF CONFLICT AND PERFORMANCE(Graphical Representation)

LowLevel of Conflict

High

LowHigh

C

Un

it P

erf

orm

an

ce

A B

FORMS OF CONFLICT

CONFLICT PROCESS

Stage IPotential opposition or incompatibility

Stage IICognition and personalization

Stage IIIIntentions

Stage IVBehavior

Stage VOutcomes

Antecedent conditions•Communication•Structure•Personal Variables

Felt conflict

Perceived

conflict

Conflict handling technique•Competing•Collaborating•Compromising•Avoiding •Accommodating

Overt conflict•Party’s behavior•Other’s reaction

Decreased group

performance

Increased group

performance

STAGE IPOTENTIAL OPPOSITION OR INCOMPATIBILITY

STAGE IICOGNITION AND PERSONALIZATION

STAGE IIIINTENTIONS

TWO DIMENSIONS

DIMENSIONS OF CONFLICT HANDLING TECHNIQUES

High(Coopera

tive Behaviou

r)ConcernFor

Others

Low(Uncooperat

iveBehaviour)

Accommodating

Competing

Avoiding

Collaborating

Compromising

Low(Unassertive Behaviour) CONCERN FOR

SELF

High(Assertive Behaviour)

RESOLVING CONFLICTS

STAGE IVBEHAVIOR

Includes statements ,actions and reactions made by the parties.

CONFLICT MANAGEMENT TECHNIQUES

CONFLICT RESOLUTION TECHNIQUES

Problem solvingSuper ordinate goalsExpansion of resourcesAvoidance Smoothing CompromiseAuthoritative commandAltering the human variableAltering the structural variables

Contd…….

CONFLICT STIMULATION TECHNIQUES

CommunicationBringing in outsiders Restructuring the organizationAppointing a devil’s advocate

STAGE VOUTCOMES

NEGOTIATION

A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.

BARGAINING STRATEGIES

NEGOTIATION PROCESS

Preparation and planning

Preparation and planning

Definition of ground rulesDefinition of ground rules

Clarification and justification

Clarification and justification

Bargaining and problem solvingBargaining and problem solving

Closure and implementation

Closure and implementation

INDIVIDUAL DIFFERENCES

Neglecting the Other Side’s Problem eg.EPA regulations permitted leaks of up to 1,500 gallons, while this new technology detected 8-ounce leaks. Fearing the device would spawn regulatory trouble, potential customers said, “No deal!”

Letting Price Bulldoze Other Interests-Most deals involve interests besides price

Letting Positions Drive out Interests-Incompatible positions may mask compatible interests. Your gain isn’t necessarily your “opponent’s” loss.

Habits for effective negotiators-

contd…. Searching Too Hard for Common Ground -

common ground helps negotiations, different interests can give each party what it values most, at minimum cost to the other.

Neglecting BATNA - BATNAs (“best alternative to a negotiated agreement”) represent your actions if the proposed deal weren’t possible; e.g., walk away, approach another buyer.

Failing to Correct for Skewed Vision - • Role bias • Partisan perceptions

INDIAN JOURNAL

Displacing the Conflict: Environmental Destruction in

Bangladesh and Ethnic Conflict in India

BY Ashok Swain Department of Peace and Conflict Research, Uppsala

University

Journal of Peace Research, Vol. 33, No. 2, 189-204 (1996)DOI: 10.1177/0022343396033002005

According to Journals….

How conflict shifted from one place to other

Spread of conflicts between natives and migrants

Political disturbances How the receiving society affected by

immigration Change in geopolitics in receiving areas Environmental issues

References

Organizational Behavior

Stephens P. Robbins, Timothy A . Judge, 12th Edition, Prentice-Hall India

Organizational Behavior

K. Aswathappa , 6th Edition, Himalaya Publishing House,2005

Harvard Business Review

Department of Peace and Conflict Research, Uppsala University-Journal of Peace Research

THANKS !!

AND……..YOURTHOUGHTS

EXPERIENCES

QUESTIONS

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