Conflict arises when one party perceives that another party has or will negatively impact something they care about. There are different types of conflict including intra-individual, inter-individual, intra-group, inter-group, and inter-organizational. While conflict can stimulate creativity and innovation, it can also divert energy, waste resources, and damage relationships. Common causes of conflict include communication issues, behavioral problems, and structural factors like resource scarcity. Conflict is typically resolved through communication, addressing behaviors, or structural changes like decentralization. Negotiation is often used to find a satisfactory solution where parties discuss differences and try to reach agreement. There are two main negotiation approaches: distributive bargaining where parties take positions and compromise,
2. A process that begins when one party
perceives that another party has
negatively affected or is about to
negatively affect, something that the first
party cares about
CONFLICT
It is a state of opposition between persons
or ideas or interests.
3. TYPES OF
CONFLICT
Intra individual conflict
Inter individual conflict
Intra group conflict
Inter group conflict
Inter organizational conflict
4. DIFFERENT
ASPECTS
OF
CONFLICT
Positive Aspects Negative Aspects
1. Stimulates Creativity
2. Innovation of new ideas
3. Motivates change
4. Provide challenging work
environment
5. Bring cohesiveness in group
especially in case of inter group
conflicts
6. Indicate short comings in the
existing system of
organizational function and
management
7. Relieves mental tension
1. Diverts energy fro m work
2. Waste resources
3. Creates a negative climate
4. Breaks down group cohesion
5. High tension among employees
6. Resignation of personnel
7. Mistrust among employees
8. Blocks realisation of organisational
and group objectives
10. Resolving Structural Conflict
1. Decentralisation
2. Reduction in interdependence
3. Reduction in shared resources
4. Exchange of personnel
5. Creation of special integrators
6. Reference to superior
authority
11. NEGOTIATION
Is often essential to decide
harmonious solution for all parties
involved in the conflict, i.e. an open
process to find a satisfactory solution
to a complex conflict.
Is a problem solving procedure in
which 2 or more parties willingly
discuss their differences and try to
reach a joint decision on their common
concerns
12. Requirements Participants must recognize issues about
which they differ.
Educate each other about their needs and
interests.
Generate possible settlement options
Bargain over the terms of the final
agreement
13. DISTRIBUTIVE BARGAINING
(positional bargaining)
It is a negotiation approach in
which a series of positions,
alternative solutions that meet
particular interests or needs are
selected by a negotiator,
ordered sequentially according
to preferred outcomes and
presented to another party in
an effort to reach agreement.
14. DISTRIBUTIVE BARGAINING
First (opening) position represents
the maximum gain hoped for or
expected in the negotiation.
Each following position demands
less of an opponent and results in
lower benefits for the person
advocating it.
Agreement is reached when the
negotiators position converge and
they reach an acceptable settlement
range
15. INTEGRATIVE
NEGOTIATION
also known as interest-based or
principled negotiation.
Interest-based bargaining which
involves parties in a collaborative
effort to jointly meet each other's
needs and satisfy mutual interests
rather than moving from positions to
counter positions to a compromise
settlement.
This approach attempt to identify their
interests or needs and those of other
parties prior to developing specific
solutions
15
16. INTEGRATIVE
NEGOTIATION
After the interests are identified,
the negotiators jointly search for
a variety of settlement options
that might satisfy all interests,
rather than argue for any single
position.
The parties select a solution
from these jointly generated
options.
