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1. Interpersonal Conflict
and Negotiation Skills
Presented
By
Group 6
Juhi(10), Kriti Kumari(13), Meenu(14),
Pallavi Kashyap(17), Surbhi Bhushan(28)

2. Introduction
Conflict
A process that begins when party perceives that
another party has negatively or about to affect
something that the first party cares about.

3. Intraindividual Conflict:
MACRO
MICRO
Organizational
Intergroup
Interpersonal
Intra-
individual
CONFLICT

4. Conflict due to
Frustration
Frustration occurs when a
motivated drive is blocked
before a person reaches a
desired goal .

5. Overt
covert
A Model of Frustration
NEED DRIVE GOAL
(deficiency) ( deficiency BARRIER
with direction)
FRUSTRATION
Defense mechanisms
Aggression
Withdrawal
Fixation
Compromise
Overt
Covert

6. Goal Conflict
 Three type of goal conflict are –
 Approach - approach conflict
 Approach – avoidance conflict
 Avoidance –avoidance conflict

7. Role Conflict and
Ambiguity:
Role of
expectation
Perception
of focal
person’s
behaviours
Evaluation
Perceptio
ns of
messages
and
pressures
Role
conflict
Role
ambiguity
ROLE SENDER FOCAL PERSON
Role
messages
Role
pressures
Role
messages
Role
pressures

8. Interpersonal Conflict
 Two individuals get into
conflict over an issue, such
conflict is called interpersonal
conflict.
 Such conflicts may arise
because of incompatibility
between individuals or when
an individual perceives that
his image is under threat
because of the actions of
another individual .

9. Sources of Interpersonal
Conflict
 Personal difference
 Information deficiency
 Role incompatibility
 Environmental stress

10. Analysis of interpersonal
conflict
 Collaborating –A situation in which the parties
to a conflict each desire to satisfy fully the
concerns of all parties.
 Compromising-Compromising is also described
as a "give and take" style. Conflicting parties
bargain to reach a mutually acceptable solution.
Both parties give up something in order to reach a
decision and leave with some degree of
satisfaction.

11.  Accommodating-The willingness of one party
in a conflict to place the opponent’s interests
above his or her own.
 Avoiding-The desire to withdraw from or
suppress a conflict.
 Forcing-Forcing is also known as competing,
controlling, or dominating style. Forcing occurs
when one party goes all out to win it's position
while ignoring the needs and concerns of the
other party.

12. Strategies for Interpersonal
Conflict Resolution
Lose-Lose
strategy
Win-Lose
approach
Win-Win
approach

13. WIN-LOSE APPROACH
 People learn the behaviors of destructive
conflict early in life –
competition,dominance,aggression and defense
permeate many of our social.
 It involves secret strategies,threat.
LOSE –LOSE STRATEGY
 Is exemplified by smoothing over conflict or by
reaching the simplest of compromises in neither
case in the creative potential of productive
conflict resolution realize or explored.

14. WIN-WIN APPROACH
 Attempt to maximize the goals of both parties
through collaboration problem solving.
 Emphasis on the quality of the long term
relationship between the parties rather than
short term accommodation.

15. Intergroup Behavior
 Behavior toward another person or group based on
their group identification.
 “GROUP” includes many types of things that can
be used to categorize people, as race, sex,
nationality, social class, profession, age, sexual
identity, religion, etc.,

16. Intergroup Conflict
 Intergroup conflict involves opposition and
clashes between groups .
 It often occurs in union-management relation
 such conflicts may be highly intense drawn out,
and costly to the groups involved

17. Why Intergroup Conflict
Occurs ?
 Work Interdependence
It occur when two or more organizational groups
depend on one another to complete their task
 Barriers to communication
 Differences in goals
 Differences in Perceptions

18. Categories Of Intergroup
Conflict
Intergroup
Conflict
Vertical
Conflict
Line-staff
Conflict
Diversity –
based conflict
Horizontal
conflict

19.  Vertical Conflict
Clashes between employees at different levels in
an organization
 Horizontal conflict
Clashes between groups employees at the same
hierarchical level in an organization
 Line-staff Conflict
Clashes over authority relationships often involve
line –staff conflict
 Diversity –based conflict
It appear to be related to issue
of race, gender, ethnicity and religion

20. • Conflict within the
group is high
• There are negative
interactions between
groups (or between
members of those
groups)
• Influential third-party
gossip about other group
is negative
• Work to eliminate specific negative
interactions between groups (and
members).
• Conduct team building to reduce
intergroup 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 (empathy,
compassion, sympathy).
• Avoid or neutralize negative gossip
across groups or departments.
Recommended actions:
Level of perceived
Inter-group conflict tends
to increase when:
Minimizing Inter-group Conflict:
An Updated Contact Model

21. Organizational Conflict
 . Organizational conflict is opposition or
disagreement, as an open discussion between
two or more groups in an organization
 Conflict may involve a difference of opinion
regarding business goals or lack of resources
in a company.

22. Reasons of Conflict
 The factors that generate conflicts are scarcity,
obstruction and incompatible interests or goals etc.
 Resource scarcity, either monetary, job, prestige or
power, encourages the obstruction of behaviour
and conflict arises. Conflict can also be broken out
when one party avoids the goal achievement of the
other one.

23. Consequences of Conflict
 Consequences of conflict
can be positive or
negative:
Positive Consequences of
Conflict:
 Increased involvement
 * Increased innovation and
creativity
* Personal growth and
change
* Clarification of key issues
 Negative consequences
of conflict
* Unresolved anger
* Wastage of resources
* Negative climate
* Less self esteem
* Inefficiency

24. Conditions which influence an
organization towards conflict
situations
 Ambiguous jurisdictions
 Communication barriers
 Dependence on one party
 Differentiation in organization
 Association of the parties
 Unresolved prior conflicts

25. Organization Conflict
Theories
MATURITY-IMMATURITY THEORY
According to Maslow, Rogers, and other writers of
the growth schools, there is a basic tendency in
the development of the human personality
toward self-fulfillment, or self-actualization. This
implies that as an individual matures, he wants
to be given more responsibility, broader
horizons, and the opportunity to develop his
personal potential. This process is interrupted
whenever a person's environment fails to
encourage and nurture these desires.

26. Distributive negotiation: Single issue; fixed-pie; win-lose.
Integrative negotiation: More than one issue; win-win.
Negotiation: “A give-and-take decision-making process
involving interdependent parties with different preferences.”
Negotiation

27. 17-27
Integrative Negotiation
 Integrative Negotiation
 Parties perceive that they might be able to increase the
resource pie by trying to come up with a creative solution
to the conflict
 View the conflict as a win-win situation in which both
parties can gain
 Handled through collaboration or compromise

28. 17-28
Distributive Negotiation
 Distributive negotiation
 Parties perceive that they have a “fixed pie” of resources
that they need to divide
 Take a competitive adversarial stance
 See no need to interact in the future
 Do not care if their interpersonal relationship is damaged
by their competitive negotiation

29. Negotiation Skills
 Act assertively to achieve objectives
 Reduce resistance & minimise conflict
 Know how & when to accept the opinions,
values & will of others
 Work to achieve a WIN-WIN situation
 Negotiation is also a process that is of benefit to
all parties

30. • Emphasises the relationship
between the two parties
• Encourages the spirit of any
agreement reached
Traditional Approach
 Has two sides
 Has opposing objectives approach
 Is a form of warfare
 Has a short sighted
Formal Negotiation Informal Negotiation
 Favours the party with the strongest
power base
 Limits the likelihood of
informal talks
 Emphasises the letter of agreement

31. THANK YOU