2. Group Members
Husnain 079
Shoaib Shah 093
Asad Sandhu 101
Zeeshan 108
Faizan Haider 111
M. Farrukh Iqbal 130
Shahzab Khan 136
Abdul Basit 142
Shujaat Hussain 146
Tanvir Khokhar 160
3. Learning Objectives
Understand the different types of conflict
Understand the causes of conflict
Understand the consequences of conflict
Understand how to manage conflict effectively
Understand the stages of the negotiation process
Understand how to avoid common negotiation mistakes
Engage in conflict management and negotiation ethically
Understand cross-cultural differences in conflict and negotiation
4. Conflict
What is Conflict?
Conflict is defined as a clash between individuals
arising out of a difference in thought process,
attitudes, understanding, interests, requirements
and even sometimes perceptions
Conflict arises whenever individuals have different
values, opinions, needs, interests and are unable
to find a middle way.
6. Interpersonal Conflict
Conflict between individuals due to differences
in their goals or values.
Intragroup Conflict
Conflict within a
group or team.
Types of Conflict
7. Intergroup Conflict
● Conflict between two or more teams, groups or
departments.
● Managers play a key role in resolution of this
conflict
Interorganizational Conflict
Conflict that arises across organizations.
Types of Conflict
8. Is Conflict Always Bad?
Low High
Conflict
Low
High
Performance
The inverted U relationship between performance and conflict.
9. Outcomes of Conflict
Negative
• Increased stress and anxiety
among individuals, which
decreases productivity and
creativity
• 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
Positive
• Consideration of a broader range
of ideas, resulting in a better,
stronger idea
• Surfacing of assumptions that may
be inaccurate
• Increased participation and
creativity
• Clarification of individual views
that build learning
11. 174
Sources of Conflict
Different Goals and Time Horizons
● Different groups have differing goals and focus.
Overlapping Authority
● Two or more managers claim authority for the same
activities which leads to conflict between the managers and
workers.
12. 175
Sources of Conflict
Task Interdependencies
One member of agroup or agroup fails to finish atask that another
member or group depends on, causing the waiting worker or group to fall behind.
Different Evaluation or Reward Systems
A group is rewarded for achieving agoal, but another interdependent group is
rewarded for achieving agoal that conflicts
13. Sources of Conflict
Scarce Resources
● Managers can come into conflict over the allocation of scare
resources.
Status Inconsistencies
● Some individuals and groups have ahigher organizational status
than others, leading to conflict with lower status groups.
14. Is Your Job at Risk for Workplace
Violence?
Job Characteristic Example
Caring for others either emotionally or
physically
nursing home
Interacting with frustrated customers retail sales
Supervising others manager
Denying requests others make of you customer service
15. Is Your Job at Risk for Workplace
Violence?
Job Characteristic Example
Dealing with valuables or exchanging
money
banking
Handling weapons law
enforcement
Working with drugs, alcohol, or those
under the influence of them
bartending
Working nights or weekends gas station
attendants
16. Ways to Manage Conflict
1-16
Change the Structure
Change the Composition of the Team
Create a Common Opposing Force
Consider Majority Rule
Problem Solve
17. Conflict Handling Styles
Low High
Level of Competitiveness
Low
High
Level
of
Cooperation
Avoidance
Accommodation Collaboration
Competition
Compromise
18. Conflict Handling Styles
• “I don’t think there’s any problem. I feel fine
about how things are.”
Avoiding
• “If it’s important to you, I can go along with it.”
Accommodating
• “Maybe we can both agree to give a little.”
Compromise
• “This is what I want, and I am going to fight for
it.”
Competition
• “Let’s look at the bigger picture and find out how
we can both get what we want.”
Collaboration
19. Which Style is Best?
There is no single “right way” to
deal with conflict. Although many
people have a single method they
use most frequently, the best
conflict handlers will adapt their
style to the situation.
20. The Five Phases of Negotiation
Investigation
Determine your BATNA
Presentation
Bargaining
Closure
23. OB Toolbox: BATNA Best Practices
1 Brainstorm a list of
alternatives
2 Improve upon more promising
ideas and convert them
3 Identify the most beneficial
alternative
4 Remember that your BATNA
may evolve over time
5 Don’t reveal your BATNA to
the other party
24. Negotiation Strategies
Distributive
Approach
The traditional fixed-pie
approach in which negotiators
see the situation as a pie that
they have to divide between
them.
Integrative
Approach
An approach to negotiation
in which both parties look
for ways to integrate their
goals under a large
umbrella.
25.
26. Avoiding Common Mistake in
Negotiations
Failing to
negotiate/accepting
the first offer
Letting your ego
get in the way
Having unrealistic
expectations
Getting overly emotional
Letting past negative
outcomes affect the
present ones
27. Tips for Negotiation Success
Focus on agreement first
Be patient
Whose reality?
Deadlines
Be comfortable with silence
28. When All Else Fails: Third Party
Negotiations
Mediation
Other
Resolution
Methods
Arbitration
Third party negotiations are
intended to help avoid a
formal trial or hearing.
29. When All Else Fails: Third Party
Negotiations
An outside third party (the mediator) enters the situation with the
goal of assisting the parties to reach an agreement.
Mediation
A process that involves bringing in a third party, the arbitrator, who
has the authority to act as a judge and make a binding decision to
which both parties must adhere.
Arbitration
An arbitrator makes a decision and places it in a sealed envelope.
Both parties then work through mediation. If they cannot reach an
agreement, the arbitrator’s decision becomes binding.
Arbitration-Mediation
30. You Know It’s Time for a Mediator When…
The parties are
unable to find a
solution
themselves
Personal
differences are
standing in the
way of a
successful solution
The parties have
stopped talking
with one another
Obtaining a quick
resolution is
important
31. Ethics and Negotiations
Be honest
Keep your promises
Follow the Platinum Rule. Most people know the
Golden Rule…the Platinum Rule takes it one step
further by, “Treating others the way they want to
be treated.”
Editor's Notes
Academic and Scholarly Studies: Leadership development is really a study of Behavioral and Leadership Sciences. You will first learn about your individual behaviors and cognition and how you apply them to leadership and management situations. This is where you are now, learning about who you are as a leader and follower. You will be exposed to many theories and concepts of leadership as represented in the Yukl 8e text, the Lencioni book on The Five Dysfunctions of a Team, and any additional readings you undertake as the course progresses. You will read about theories and concepts and be able to match your baseline personal experience to them, as doing this allows you to better understand what and why you did things in the past and now frame them terms of the professional language of psychology and leadership.
Understanding these questions is the beginning of a very personal journey to explore your continued leadership development requirements. For example, how you define your personality in terms of the leadership connection to behavioral sciences, as well as the professional skills necessary to be an effective manager—which are then added to your understanding and development as a leader—are all part of the leadership development journey discussed in this and other chapters.
Understanding the concepts of leadership and management requires readers to first understand their leadership and management experience and place it into the context of academic or scholarly theories and concepts. Doing this provides the developing leader with a baseline of identified experience to work from. The next step of leadership development is to understand the professional cognate or language used in academia or scholarly work on leadership. Having this understanding allows the developing leader to better grasp the theories and concepts that frame the hard-earned experiences into lessons learned. The last part of leadership development involves the study of historical and even contemporary leaders. Using leadership or management experience, and framing this with academic or scholarly work, provides the reader with the tools necessary to evaluate and assess the effectiveness of historical or contemporary leaders.
The beginning of your leadership development journey is to first understand your leadership and management experience. To accomplish this undertaking is to define your experience into the context of academic and scholarly work, and this is where we begin the study of leadership.
Understanding the concepts of leadership and management requires readers to first understand their leadership and management experience and place it into the context of academic or scholarly theories and concepts. Doing this provides the developing leader with a baseline of identified experience to work from. The next step of leadership development is to understand the professional cognate or language used in academia or scholarly work on leadership. Having this understanding allows the developing leader to better grasp the theories and concepts that frame the hard-earned experiences into lessons learned. The last part of leadership development involves the study of historical and even contemporary leaders. Using leadership or management experience, and framing this with academic or scholarly work, provides the reader with the tools necessary to evaluate and assess the effectiveness of historical or contemporary leaders.
The beginning of your leadership development journey is to first understand your leadership and management experience. To accomplish this undertaking is to define your experience into the context of academic and scholarly work, and this is where we begin the study of leadership.
Understanding the concepts of leadership and management requires readers to first understand their leadership and management experience and place it into the context of academic or scholarly theories and concepts. Doing this provides the developing leader with a baseline of identified experience to work from. The next step of leadership development is to understand the professional cognate or language used in academia or scholarly work on leadership. Having this understanding allows the developing leader to better grasp the theories and concepts that frame the hard-earned experiences into lessons learned. The last part of leadership development involves the study of historical and even contemporary leaders. Using leadership or management experience, and framing this with academic or scholarly work, provides the reader with the tools necessary to evaluate and assess the effectiveness of historical or contemporary leaders.
The beginning of your leadership development journey is to first understand your leadership and management experience. To accomplish this undertaking is to define your experience into the context of academic and scholarly work, and this is where we begin the study of leadership.
