Interactive conflict and negotiations ppt

1. INTERACTIVE CONFLICT
AND NEGOTIATION SKILLS
PREPARED BY: KEAN G. AGAPITO
MPH

2. INTRAINDIVIDUAL CONFLICT
• A smooth progression of the need-drive motivational cycle and fulfillment of one’s
role expectations do not always occur in reality.
A number of competing needs and roles.
A variety of ways that drives and roles can be expressed
Many types of barriers which can occur between drive and goals.
Both positive and negative aspects attached to desired goals.

3. CONFLICT DUE TO FRUSTRATION
• Frustration occurs when motivated drive is blocked before a person reaches a
desired goal.
• Frustration normally triggers defense mechanism in the person.
• It may lead to any of the defense mechanism:
Aggression
Withdrawal
Fixation
Compromise

4. GOAL CONFLICT
• Has both positive and negative features, or two or more competing
goals.
• In goal conflict two or more motives block one another.
3 separate types of goal conflict
Approach-approach conflict-the individual is motivated to approach
two or more positive but mutually exclusive goals.
Approach-avoidance conflict-the individual is motivated to approach a
goal and at the same time is motivated to avoid it.
Avoidance-avoidance conflict-the individual is motivated to avoid two
or more negative but mutually exclusive goals.

5. ROLE CONFLICT AND AMBIGUITY
• Role –a position that has expectations evolving from established norms.
Types of role conflicts
Conflict between person and the role-conflict between the person's personality and
the expectations of the role.
Intrarole conflict- - created by contradictory expectations about how a given role
should be played.

6. INTERPERSONAL CONFLICT
Sources of interpersonal conflicts are:
1. Personal differences- everyone has a unique background because of his or her
upbringing, cultural and family traditions and socialization processes.
2. Information deficiency- results from communication breakdown in the
organization. It maybe the two people in conflict are using different information or
that one or both have misinformation.
3. Role incompatibility- draws from both intra-individual role conflict and intergroup
conflict.
4. Environmental stress- in environments characterized scarce or shrinking
resources, downsizing, competitive pressures or high degrees of uncertainty,
conflict of all kinds will be more probable.

7. ANALYZING INTERPERSONAL CONFLICT
Johari window- only points out possible interpersonal styles.
It helps analyze, possible interpersonal conflict situations.

8. STRATEGIES FOR INTERPERSONAL CONFLICT
RESOLUTION
• Guidelines to manage interpersonal conflict
1. Model the attitudes and behaviors you want your
employees to emulate.
2. Identify the source of conflict , structural or
interpersonal.
3. Focus on the task, not personalities.
4. Address conflict in a timely way.
5. Learn from conflict.

9. WAYS TO PRESERVE POSITIVE RELATIONSHIPS
1. Allow time to cool off.
2. Analyze the situation
3. State the problem to the person.
4. Leave the person an “out”

10. 3 BASIC STRATEGIES
• Lose-lose approach- both parties lose. It has been pointed
out that this approach can take several forms. One of the
more common approaches is to compromise or take the
middle ground in a dispute.
• Win lose – is a very common way of resolving conflict the
parties direct their energies toward each other in a victory
or defeat.
• Win-win- the most desirable strategy. Energies and
creativity are aimed at solving the problems rather than
beating the other party.

11. INTERGROUP BEHAVIOR AND CONFLICT
1. Competition for resources- groups within the
organization compete for budget funds, space,
supplies, personnel and support services.
2. Task interdependence- if two groups in the
organization depend on one another in a mutual
way or even one-way, there tends to be more
conflict that groups are independent of one another.

12. 3. Jurisdictional ambiguity- this may involve
overlapping responsibilities. Conflict might occur
when one group attempts to assume more control or
take credit the responsibilities.
4. Status struggles- occurs when one group attempts
to improve its status and another group views this as
a threat to its place in status hierarchy.

13. STRATEGIES TO REDUCE CONFLICTS
• Avoidance- attempts to keep the conflict from
surfacing at all.
• Defusion- attempt is made to deactivate the
conflict and cool off the emotions and
hostilities of the groups involved.

14. • Containment- some conflict is allowed to surface,
but it is carefully contained by spelling out which
issues are to be discussed and how they are to be
resolved.
• Confrontation- which is at the other end of the
continuum from avoidance , all the issues are
brought to open and confront the issues and each
other in a attempt to reach mutually satisfactory
solution.

15. ORGANIZATIONAL CONFLICT
Structural conflict
4 predominant types of structural conflict
1.Hierarchical conflict- conflict between
the various levels of the organization.
2.Functional conflict- conflict between the
various functional departments of the
organization.

16. 3. Line staff- conflict between line and
staff. It often results from situations in
which staff personnel do not formally
possess authority over line-personnel.
4. Formal-informal conflict- conflict
between formal and informal
organizations.

17. NEGOTIATION SKILLS
Negotiation- a decision-making process among
interdependent parties who do not share identical
preferences.
Traditional Negotiation Approaches
1. People. Separate the people from the problem
2. Interests. Focus on interests, not positions.
3. Options. Generate a variety of possibilities before deciding
what to do.
4. Criteria. Insist that the result be based on some objective
standard.

18. THANK YOU!
PREPARED BY: KEAN G.
AGAPITO
MPH