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Conflict and Negotiations.pptx

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Conflict and Negotiations.pptx

  2. 2. KEY OBJECTIVES  Understand the different types, causes and consequences of conflict.  Understand how to manage conflict effectively.  Understand the stages of the negotiation process and how to avoid common negotiation mistakes.  Recognize the variations between cultures in negotiation and conflict. 2
  3. 3. UNDERSTANDING CONFLICT 3 What is Conflict? Conflict is described as a collision between people caused by disparities in beliefs, attitudes, comprehension, interests, needs, and occasionally even perceptions. Intense debates, physical abuse, and unquestionably a loss of peace and harmony follow a fight.
  4. 4. TYPES OF CONFLICT 7/1/20XX arises within a person. Humans experience intrapersonal conflict, which is a conflict between what they should and what they want. Intrapersonal conflict occur when two or more people disagree about something. Interpersonal conflicts conflict that takes place among different groups. When two or more groups and its members dispute or engage in conflict, this is referred to as intergroup conflict. Intergroup conflicts
  5. 5. CAUSES AND OUTCOMES OF CONFLICT 5 Conflict at work may have a variety of underlying factors. Never forget that anything that causes disagreement can also lead to conflict. Organizations often experience conflict, but some organizations experience it more frequently than others.
  6. 6. CAUSES OF CONFLICT 7/1/20XX If a business adopts a matrix organizational structure, decisional conflict will be inherent because the system mandates that each manager report to two superiors Organizational Structure Resources like money, time, and equipment are frequently in short supply. Competition between individuals or departments for scarce resources frequently results in conflict. Limited Resources The need to depend on others to do their jobs in order to achieve your goal, is another reason why people get into arguments. Task Interdependence
  7. 7. CAUSES OF CONFLICT 7/1/20XX When two parties believe their objectives are incompatible, conflict can occasionally result. Incompatible Goals There are frequently personality variances between coworkers. We can better comprehend how others perceive the world by comprehending certain underlying variations in how people think and act. Personality Differences Sometimes a little, accidental communication issue, like misplaced emails or dealing with callers who don’t pick up, leads to tension. Communication Problems
  8. 8. OUTCOMES OF CONFLICTS Consideration of a broader range of ideas, resulting in a better, stronger idea. Surfacing of assumptions that may be inaccurate Increased participation and creativity and clarification of individual views that build learning Positive Outcomes of Conflicts 8
  9. 9. EXAMPLES OF NEGATIVE OUTCOMES Increased stress and anxiety among individuals, which decreases productivity and satisfaction Feelings of being defeated and demeaned, which lowers individuals’ morale and may increase turnover A climate of mistrust, which hinders the teamwork and cooperation necessary to get work done
  10. 10. CONFLICT MANAGEMENT Change the Composition of the Team Changing the team’s makeup and isolating the personalities that were at odds may be the simplest approach if the issue occurs between team members. Create a Common Opposing Force A common enemy like the competition might be used to defuse group friction within an organization Consider Majority Rule A group dispute may occasionally be settled by majority vote. In other words, after a vote by the group, the plan with the most votes is implemented. If the participants believe the process is fair, the majority rule strategy may be effective. Problem Solve When in problem-solving mode, disputing parties are instructed to put their attention on the issue at hand rather than on one another and to identify its underlying causes. 7/1/20XX Pitch deck title 10
  11. 11. CONFLICT-HANDLING STYLES The manner that different people manage conflict varies. There are five standard methods for addressing disputes. These styles can be plotted on a grid that illustrates the varied levels of assertiveness and cooperation that each style requires
  12. 12. CONFLICT HANDLING-STYLES Avoidance The goal of those who adopt this stance is to completely avoid conflict by downplaying it. Accommodation This approach involves giving in to what the other party wants, even if it means sacrificing one’s own objectives Compromise Compromise is a middle-ground method in which people want to communicate their concerns and get their way, but also respect the interests of the other person. 7/1/20XX Pitch deck title 12
  13. 13. CONFLICT HANDLING-STYLES Competition Competing personalities seek to accomplish their objectives or have their ideas accepted, regardless of what other people think or how they feel Collaboration This is a tactic to employ in order to get the best result from a conflict: each side makes an argument for their side, backing it with evidence and logic, while paying close attention to the other side.
  14. 14. IS CONFLICT ALWAYS BAD?  Conflict makes most people uncomfortable, but is it necessarily a negative thing? If conflict paralyzes a company, results in subpar performance, or, in the worst case scenario, sparks workplace violence, it may be considered dysfunctional.  Surprisingly, some degree of dispute can really be beneficial (and essential) to the success of a business. We need to comprehend conflict’s underlying causes, effects, and management techniques in order to comprehend how to bring it about.  Performance can be impacted by the influence of too much or too little conflict. Performance will be poor if conflict levels are too low. Performance usually suffers when conflict levels are too high.  Maintaining conflict levels within this range is the aim. Although it may seem strange to prefer one level of task-related conflict over another, this is because it indicates an environment where constructive disagreements can occur. 7/1/20XX Pitch deck title 14
  16. 16. NEGOTIATIONS 7/1/20XX Parties frequently resolve disputes through negotiation. Two or more parties can reach an agreement through negotiation. The negotiation process comprises five stages, which are listed below
  17. 17. THE FIVE PHASES OF NEGOTIATIONS Phase 1: Investigation Phase 2: Determine the “best alternative to a negotiated agreement.” Phase 3: Presentation Phase 4: Bargaining Phase 5: Closure
  18. 18. NEGOTIATION STRATEGIES Distributive Approach The conventional fixed-pie strategy is known as the distributive view of negotiating. In other words, they view the situation as a pie that needs to be split between them. Each person tries to “win” by obtaining more pie. Integrative Approach The integrative method to negotiation is a more modern, innovative strategy. In this strategy, both parties seek to combine their objectives under a wider guise. In other words, they want to increase the size of the pie so that everyone gets more. This is also known as a win-win strategy
  19. 19. AVOIDING COMMON MISTAKES IN NEGOTIATIONS 7/1/20XX Some people are taught to feel that negotiation is a conflict situation, and these individuals may tend to avoid negotiations to avoid conflict. Failing to Negotiate/Accepting the First Offer Thinking only about yourself is a common mistake, as we saw in the opening case. Consider the reasons the other party might wish to accept the offer. People are unlikely to agree to an agreement that doesn’t benefit them in any way. As you accomplish your goals, assist them in achieving theirs. Letting Your Ego Get in the Way The results of displaying anger during negotiations have a mixed record. According to some academics, those who show anger during negotiations perform worse than those who don’t. Getting Overly Emotional
  20. 20. AVOIDING COMMON MISTAKES IN NEGOTIATIONS 7/1/20XX We can set objectives that are large enough to take into account the main interests of each party and break the particular impasse we are currently experiencing. Setting realistic objectives early on that take into account each party’s concerns will calm the atmosphere and increase the likelihood that an agreement will be reached. Having Unrealistic Expectations Negotiators who had previously engaged in unsuccessful negotiations were more willing to do it again. In comparison to individuals who had previously negotiated deals successfully, those who had previously failed to reach an agreement tended to have less favorable outcomes Letting Past Negative Outcomes Affect the Present Ones
  21. 21. Mediator A neutral third party who facilitates a negotiated solution by using reasoning, persuasion, and suggestions for alternatives. Arbitrator A third party to a negotiation who has the authority to dictate an agreement Conciliator A trusted third party who provides an informal communication link between the negotiators and the opponent(2nd person/party) Consultant An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis. 21 THIRD-PARTY NEGOTIATIONS
  22. 22. THE ROLE OF ETHICS AND NATIONAL CULTURE 7/1/20XX Pitch deck title 22 Ethics and Negotiations Ethics establish a way of doing what is right, fair, and honest. If your counterpart feels you are being unfair or dishonest, he or she is less likely to make any concessions—or even to negotiate with you in the first place. Here are some tips for ethical negotiations:  Be honest.  Keep your promises.  “Treat people the way they want to be treated.”
  23. 23. REFERENCES 7/1/20XX Pitch deck title 23 behavior-v1.1/s14-conflict-and-negotiations.html organizationalbehavior/chapter/third-party- negotiations/
  24. 24. THANK YOU! 7/1/20XX Pitch deck title 24

Editor's Notes

  • Intrapersonal conflict is within the person itself.
    Interpersonal is within 2 or more people.
    Intergroup is by group.