Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Conflict and Negotiation
The work life of a project manager is a life of
conflict. Although conflict is not necessarily ba...
Conflict is actual or perceived opposition of needs,
values and interests.
Traditional view of conflict – all conflict is ...
3 types of conflict:
Task conflict – conflict over content and goals of the
work.
Relationship conflict – conflict based o...
I POTENTIAL OPPOSITION OR INCOMPATIBILITY
COMMUNICATION
STRUCTURE
PERSONAL
VARIABLE
II COGNITION AND PERSONALZIATION
Perceived conflict
Felt conflict
III INTENTIONS
IV BEHAVIOUR
Party’s behavior
Other’s reaction
IV BEHAVIOUR
Overt efforts to destroy the
other party
Aggressive physical attacks
Threats and ultimatums
Assertive verbal ...
IV BEHAVIOUR
CONFLICT RESOLUTION TECHNIQUES
Problem solving
Superordinate goals
Expansion of resources
Avoidance
Smoothing...
IV BEHAVIOUR
CONFLICT STIMULATION
TECHNIQUES
Communication
Bringing in outsiders
Restructuring the organization
Appointing...
V OUTCOMES
Increased group
performance
Increased group
performance
Negotiation = bargaining
Two or more parties exchange goods
And attempt to agree on exchange rates
Approaches to negotiation:
Distributive bargaining
Fixed pie
Opposed interests
Win/lose
Target point/resistance point
Approaches to negotiation
Integrative bargaining
One or more settlements
Win/win
Long-term relationship
Negotiation Style Number 5
http://www.youtube.com/watch?v=3oKwg6W05MU
THE NEGOTIATION
PROCESS
Preparation
and planning
• What is the nature of conflict?
• Who is involved?
• What are your goals?
• BATNA ( the best al...
Bargaining and
Problem Solving
• Concessions time
Closure and
implementation
• Formalizing the agreement and developing
pr...
INDIVIDUAL DIFFERENCES IN
NEGOTIATION EFFECTIVENESS
Personality traits
•The best bargainer is Disagreeable introvert (acc...
THIRD PARTY NEGOTIATIONS
Mediator – a neutral
third party who
facilitates a negotiated
solution by using
reasoning, persua...
THIRD PARTY NEGOTIATIONS
Conciliator – a trusted
third party who
provides an informal
communication link
between the negot...
Conflict and negotiation presentation
Conflict and negotiation presentation
Conflict and negotiation presentation
Upcoming SlideShare
Loading in …5
×

Conflict and negotiation presentation

8,494 views

Published on

Conflict and negotiation

Published in: Business, Technology
  • thank you it helps a lot
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Conflict and negotiation presentation

  1. 1. Conflict and Negotiation The work life of a project manager is a life of conflict. Although conflict is not necessarily bad, it is an issue that has to be resolved by the project manager. Without excellent negotiation skills, the project manager has little chance for success. Taylor, J. 1998. A survival guide for project managers. AMACON
  2. 2. Conflict is actual or perceived opposition of needs, values and interests. Traditional view of conflict – all conflict is harmful and must be avoided. Human relations view of conflict –conflict is a natural and inevitable outcome in any group. Interactionist view of conflict – conflict is not only a positive force in a group, but it is also an absolute necessity for a group to perform effectively.
  3. 3. 3 types of conflict: Task conflict – conflict over content and goals of the work. Relationship conflict – conflict based on interpersonal relationships. Process conflict – conflict over how work gets done.
  4. 4. I POTENTIAL OPPOSITION OR INCOMPATIBILITY COMMUNICATION STRUCTURE PERSONAL VARIABLE
  5. 5. II COGNITION AND PERSONALZIATION Perceived conflict Felt conflict
  6. 6. III INTENTIONS
  7. 7. IV BEHAVIOUR Party’s behavior Other’s reaction
  8. 8. IV BEHAVIOUR Overt efforts to destroy the other party Aggressive physical attacks Threats and ultimatums Assertive verbal attacks Overt questioning or challanging of others Minor disagreements or misunderstandings Annihilatory conflict No conflict
  9. 9. IV BEHAVIOUR CONFLICT RESOLUTION TECHNIQUES Problem solving Superordinate goals Expansion of resources Avoidance Smoothing Compromise Authoritative command Alreing the human variable Altering the structural variable
  10. 10. IV BEHAVIOUR CONFLICT STIMULATION TECHNIQUES Communication Bringing in outsiders Restructuring the organization Appointing a devil’s advocate
  11. 11. V OUTCOMES Increased group performance Increased group performance
  12. 12. Negotiation = bargaining Two or more parties exchange goods And attempt to agree on exchange rates
  13. 13. Approaches to negotiation: Distributive bargaining Fixed pie Opposed interests Win/lose Target point/resistance point
  14. 14. Approaches to negotiation Integrative bargaining One or more settlements Win/win Long-term relationship
  15. 15. Negotiation Style Number 5 http://www.youtube.com/watch?v=3oKwg6W05MU
  16. 16. THE NEGOTIATION PROCESS
  17. 17. Preparation and planning • What is the nature of conflict? • Who is involved? • What are your goals? • BATNA ( the best alternative to a negotiated agreement) Definition of ground rules • Who will do the negotiating? • Where it will take place? • What is the time limit? Clarification and justification • Educating and informing
  18. 18. Bargaining and Problem Solving • Concessions time Closure and implementation • Formalizing the agreement and developing procedure • BUT closure of the negotiation process for most cases is nothing more than a formal handshake
  19. 19. INDIVIDUAL DIFFERENCES IN NEGOTIATION EFFECTIVENESS Personality traits •The best bargainer is Disagreeable introvert (according to the Big Five Test) Moods/emotions Gender differences •a popular stereotype: women are more cooperative and pleasant in negotiations than men. Cultural differences •Brazilians on average said “no” 83 times, Japanese 5 and North Americans 9 •Brazilians interrupted 2.5 to 3 times more often than the North Americans and Japanese •Japanese and North Americans had no physical contact while Brazilians touched each other almost 5 times every half hour
  20. 20. THIRD PARTY NEGOTIATIONS 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
  21. 21. THIRD PARTY NEGOTIATIONS Conciliator – a trusted third party who provides an informal communication link between the negotiator and the opponent. Consultant – a skilled and impartial third party who attempts to facilitate problem solving through communication and analysis, aided by a knowledge of conflict management.

×