Conflict arises from real or perceived differences and can range from mild disagreements to violence. There are two perspectives on conflict - the human relations view sees some conflict as natural and even beneficial, while the interactionist view encourages maintaining a minimum level of conflict. Whether conflict is good or bad depends on the type - functional conflict can improve group performance, while dysfunctional conflict hinders it. The conflict process has five stages - potential opposition, cognition and personalization, intentions, behavior, and outcomes. Negotiation is a process used to resolve conflict where two parties exchange to agree on terms, and can use either distributive or integrative bargaining approaches. When direct negotiation does not work, a third party such as a mediator, arbitrator

1. CONFLICT
Definitions
• A strong disagreement between people, groups,
etc., that often results in angry arguments.
• A process that begins when one party perceives
that another party has negatively affected
something that the first party cares about.

2. In the organizational context, a wide
range of conflicts that people
experience are:-
• Incompatibility of goals
• Differences over interpretation of facts
• Disagreements based on behavioral
expectations etc.
• Thus, it may range from subtle forms of
disagreement to overt and violent acts.

3. Different
Perspectives
of Conflict

5. HUMAN RELATIONS VIEW
(1940s through mid 70s)
• Conflict is a natural occurrence in all groups and
organizations
• Conflict is inevitable and hence, has to be accepted
• There are even times, when conflict actually benefits
the group’s performance.

6. THE INTERACTIONIST VIEW
• Conflict is considered harmonious, peaceful,
tranquil, ruling out the static and non-
responsive nature of a co-operative group.
• It is thus encouraged that group leaders
maintain a minimum level of conflict, making
way for self assessment and creativity.

7. CONCLUSION
• A Conflict cannot be adjudged as good or bad.
• Whether a conflict is good or bad depends on
the type of the conflict.

8. FUNCTIONAL VS DYSFUNCTIONAL
CONFLICT
FUNCTIONAL
(Constructive)
• Support the goals of
the group and
improve its
performance.
DYSFUNCTIONAL
(Destructive)
• Hinder group
performance.

9. 1. Task conflict- Conflict over the content and goals of
the work.
2. Relationship conflict- Conflict based on interpersonal
relationships. Almost dysfunctional.
3. Process Conflict- Conflict over how work gets done.
How to differentiate between the two?
The type of conflict needs to be looked at.
They are:-

10. Conflict Process

11. A conflict process has five stages-
1. Potential opposition or incompatibility
2. Cognition and personalization
3. Intensions
4. Behavior
5. Outcomes

12. Stage 1- Potential opposition or
incompatibility
• In the presence of conditions that create
opportunities for conflict to arise.
• Conflict is not guaranteed, but one of these
conditions is necessary for conflict to surface.
• These sources of conflict are:-
a) Communication
b) Structure
c) Personal Variables

13. Communication
• Semantic difficulties (due to training, selective
perception etc.)
• Misunderstandings
• Noise in communication channel
• Different word connotations
• Technical jargon
• Insufficient information

14. Structure
• Includes size, degree of specialization in tasks,
jurisdictional clarity, member goal compatibility,
leadership styles, reward systems etc.
• Research findings-
a) Size and specialization encourage conflict
b) Tenure and conflict are inversely related
c) Greater ambiguity in in defining responsibility,
greater chance of conflicts.
d) Diversity of goals among groups is a source of
conflict.
e) Participation and conflict are highly co-related.
f) Reward systems also create conflict.
g) Dependence of one group on another.

15. Personal Variables
• Individual value system
• Personality characteristics
• Prejudice
• Disagreements

16. STAGE 2- Cognition and
Personalization
• Perceived conflict
• Felt conflict

17. Stage 3- Intentions
• Depending on cooperativeness and
assertiveness of parties involved, there could
be 5 conflicting intentions:-
a) Competing
b) Collaborating
c) Avoiding
d) Accommodating
e) Compromising

18. Stage 4- Behavior
• Statements, actions, reactions made by
conflicting parties- overt attempts
• In case of Dysfunctional conflicts, conflict
management techniques have to be resorted
to, in order to allow managers to control
conflict levels. They are:-
a) Conflict Stimulation Techniques
b) Conflict Resolution Techniques

19. Stage 5- Outcomes
• Functional Outcome
• Dysfunctional Outcome
• Creating functional conflict

20. NEGOTIATION
• A process in which, two or more parties
exchange goods/services and attempt to agree
on the exchange rate for them.
• Negotiation and bargaining are used
interchangeably as terms.

21. Negotiation/Bargaining Strategies
Two general approaches
Distributive
Bargaining
Integrative
Bargaining

23. Distributive Bargaining
• Negotiation that seeks to divide up a fixed
amount of resources- a win/lose situation.

25. Integrative Bargaining
• Negotiation that seeks one or more
settlements, that can create a win-win
situation.

27. Conclusion
• Integrative bargaining is preferred to
distributive bargaining, as, it builds long term
relationships and facilitates working together
in the future.
• It bonds negotiators, allowing each to have
the feeling that he or she has achieved victory.
• Whereas, Distributive bargaining leaves one
party a loser, building animosities and
deepening divisions when people have to
work together on an ongoing basis.

29. Step 1- Preparation and planning- of the background
of the conflict and how to tackle it by formulating a
strategy.

30. Step 2- Definition of Ground Rules- Who,
Where, How much time, What issues, Any
specific procedure etc. related aspects.

31. Step 3- Clarification and justification- Educating and
informing each other on issues and prioritizing
them, with documentation if needed.

32. Step 4- Bargaining and problem solving-
Mutual concessions and compromises are
made.

33. Step 5- Closure and implementation- Formalizing the
agreement for implementation and monitoring, in other
words, a formal handshake.

34. Issues in Negotiation
• Personality traits
• Gender differences
• Cultural differences on negotiating styles
• Third parties negotiations

35. Third parties negotiations
• When individuals/group members are unable to
resolve their differences through direct
negotiations, a third party may be required to
find a solution.
• There are 4 basic third party roles: mediator,
arbitrator, conciliator and consultant.
a) A mediator- a neutral 3rd party who facilitates a
negotiated solution by using reasoning,
persuasion and suggestions for alternatives. Eg.
Labour management negotiations, civil court
disputes. A mediator must be perceived as
neutral and non-coercive.

36. b) An arbitrator- a 3rd party with authority to dictate
an agreement. It can be voluntary(requested) or
compulsory(forced on the parties by law or
contract).
c) A conciliator- is a trusted 3rd party who provides an
informal communication link between negotiator
and opponent. Eg. Conciliation is used very often in
international, labour, family and community
disputes.
d) Consultant- is a skilled impartial 3rd party who
attempts to facilitate problem solving through
communication and analysis. Its role is not to settle
issues but rather to improve relations between
conflicting parties so that they reach a settlement.