Conflict and negotiation

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Conflict and negotiation are often complex and controversial interpersonal processes. We generally
see conflict as a negative topic and negotiation as positive one, each can generate positive and
negative outcomes and what we deem positive or negative often depends on our perspective.
Conflict is the struggle between people with differing ideas, beliefs or goals. Conflict is inevitable in an
organization or in groups and teams. Working with different people who have different personalities
and approaches to completing tasks eventually leads to conflict in the group. Learning about conflict
management is essential for a team to perform successfully.
Conflict exists everywhere. In a world where opinion is vast, there is no way to avoid conflict in your
life. So what do we do? We learn to resolve
conflict. The only way to resolve conflict is to,
first, recognize conflict by understanding the
stages of conflict.
Negotiation involves implementing certain
strategies to eliminate the negative aspects of
conflict, increase the positive aspects of conflict
and to enhance performance and effectiveness
in an organized setting. Rather than eliminating
or avoiding disagreements, the purpose of
negotiation is to teach groups conflict
resolution skills, such as managing conflict,
finding self-awareness about the types of conflict and effectively communicating while in conflict with
a team member. These skills assist teams in establishing a positive outcome from conflict.
Conflict can be disheartening, it can be frustrating and sometimes it can just be funny. It really
depends on how you approach the situation and how you use your communication skills to diffuse the
feud. If you watch T.V., chances are you’ve watched a sitcom or two and have noticed that a lot of the
plots contain conflict between two roles, or groups of people on the show. It keeps us interested
because we want to know how they will resolve the issues and of course – we’re always hoping for a
happy ending. Much like on film, people experience conflict in their everyday lives however, it can be
difficult to utilize humor or other sitcom-like tactics to wiggle your way out of a tough situation. What
can be taken from these shows, however, is that conflict is common and so is resolution. There are
ways to reduce conflict though, and you can learn what they are in this report.
AN OVERVIEW

BBaacckkggrroouunndd::
There has been no shortage of definition of conflict, but
conflict is a perception. If no one is aware of a conflict, then it is generally agreed that no
conflict exist. In general perception, we all perceive conflict in a negative way. Let’s have a look
on the definition of conflict to understand the actual concept of
DDeeffiinniittiioonn::
 A process that begins when one party perceives that another party has negatively affected,
or is about to negatively affects
 Disagreement between two or more person
CCoonnssttrruuccttiivvee CCoonnfflliicctt::
Conflict is constructive when it improves the quality of decisions, stimulates creativity and
innovation, encourages interests and curiosity among group members, provides the medium
through which problems can be aired and tensions released.
DDeessttrruuccttiivvee CCoonnfflliicctt::
Conflict is destructive when it hinders group performance, reduces interest and satisfaction,
lowers the creativity, reduces trust and so on.
CONFLICT
There has been no shortage of definition of conflict, but common to most is the idea that
In general perception, we all perceive conflict in a negative way. Let’s have a look
ct to understand the actual concept of conflict.
A process that begins when one party perceives that another party has negatively affected,
something that the first party cares about.
“OR”
between two or more persons on any point.
through which problems can be aired and tensions released.
lowers the creativity, reduces trust and so on.
CONFLICT
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common to most is the idea that
In general perception, we all perceive conflict in a negative way. Let’s have a look
A process that begins when one party perceives that another party has negatively affected,
something that the first party cares about.

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Conflict is an inevitable part of organizations. From top-level management to small informal
groups of individuals, organizational conflict is present everywhere. There are 3 different views
on conflicts. These 3 different perspectives are commonly referred to as:
1. The Traditional View of Conflict
2. The Human Relations View of Conflict
3. The Interactionist View of Conflict
Let’s take a closer look at each view.
11.. TThhee TTrraaddiittiioonnaall VViieeww ooff CCoonnfflliicctt::
The early approach to conflict assumed all conflict was bad and to be avoided. Conflict was
viewed negatively and discussed with such terms as Violence, destruction and irrationality to
reinforce its negative connotation. The view that all conflicts are bad certainly offers a simple
approach to looking at the behavior of people who create conflict. This view of conflict fell out
of favor for a long time as researchers came to realize that some level of conflict was
inevitable.
The traditional view of conflict identifies poor communication, disagreement, lack of trust
among individuals and the failure of managers to be responsive to their employees’ needs as
the main causes and reasons of organizational conflict.
22..HHuummaann RReellaattiioonnss VViieeww ooff CCoonnfflliicctt::
From the late 1940s to mid-70s, the human relations view dominated the topic of
organizational conflict. The human relations view of conflict primarily teaches us to accept
conflict. It identifies conflict as an important aspect of any organization, which simply cannot
be eliminated.
More importantly, unlike the traditional view, the human relations view does not discard
conflict as an outright negative and destructive thing. Instead, it says that an organizational
conflict maybe beneficial for the individuals, groups and the organizational in general.
Moreover, this perspective even suggests that organizational conflicts within groups may even
lead to a better group performance and outcome.
TRANSITIONS IN CONFLICT THOUGHT

33..TThhee IInntteerraaccttiioonniisstt VViiee
The interactionist view of conflict s
actually necessary and beneficial for a group.
organization or group with no conflict is more likely t
inflexible. It states that a minimum level of conflict is actually beneficial for the group, because
it maintains a certain level of creativity, self
individuals. All these things result in increased group performance, more
problems and better outcomes.
However, do note that even the interactionist view does not claim that every type of conflict is
beneficial and healthy. It clearly states that only the functional and constructive forms of
conflict help the group, while the dysfunctional or destructive forms of conflict should be
avoided.
eeww ooff CCoonnfflliicctt::
view of conflict suggests that an ongoing, minimum level of conflict is
actually necessary and beneficial for a group. According to the interactionist view, an
organization or group with no conflict is more likely to become static, non
It states that a minimum level of conflict is actually beneficial for the group, because
it maintains a certain level of creativity, self-evaluation and competition among the
individuals. All these things result in increased group performance, more creative solutions to
the group, while the dysfunctional or destructive forms of conflict should be
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uggests that an ongoing, minimum level of conflict is
the interactionist view, an
o become static, non-responsive and
It states that a minimum level of conflict is actually beneficial for the group, because
evaluation and competition among the
creative solutions to
the group, while the dysfunctional or destructive forms of conflict should be

Conflict exists everywhere. In a world where population is skyrocketing and opinion is vast,
there is no way to avoid conflict in
conflict by understanding the stages of conflict.
include;
 Potential opposition or incompatibility
 Cognition and personalization
 Intentions
 Behavior
 Outcomes
THE CONFLICT
world where population is skyrocketing and opinion is vast,
ct in your life. The only way to resolve conflict is to
standing the stages of conflict. The conflict process has five stages which
Potential opposition or incompatibility
CONFLICT PROCESS
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world where population is skyrocketing and opinion is vast,
way to resolve conflict is to recognize
The conflict process has five stages which
PROCESS

The first step in the conflict process is the presence of
conflict to arise. They need not
necessary if conflict is to surface. For
into three general categories: communication, structure, and personal variable
11.. CCoommmmuunniiccaattiioonn::
The communication source represents the opposing forces that
difficulties, misunderstandings, and noise
A review of the research suggests that differing word
exchange of information, and noise in the communication channel are all
communication and potential antecedent conditions to conflict
Research demonstrated a surprising finding: The potential for conflict increases when either
too little or too much communication takes place
22.. SSttrruuccttuurree::
The term structure is used, in this context, to include
specialization in the tasks assigned to group members, jurisdictional
compatibility, leadership styles, reward systems, and the degree
groups. Research indicates that size and speci
larger the group and the more specialized its activi
33.. PPeerrssoonnaall VVaarriiaabblleess::
As practical experience has taught us, some people are conflict
aversive. Evidence indicates that certain personality
highly authoritarian and dogmatic
conflict.
The first step in the conflict process is the presence of conditions that create opportu
lead directly to conflict, but one of these con
necessary if conflict is to surface. For simplicity’s sake, these conditions have been condensed
into three general categories: communication, structure, and personal variable
The communication source represents the opposing forces that arise from semantic
misunderstandings, and noise in the communication channels.
ch suggests that differing word connotations, jargon,
exchange of information, and noise in the communication channel are all
ntial antecedent conditions to conflict
too little or too much communication takes place.
is used, in this context, to include variables such as
specialization in the tasks assigned to group members, jurisdictional clarity, member
compatibility, leadership styles, reward systems, and the degree of dependence among
groups. Research indicates that size and specialization act as forces to stimulate conflict. The
the more specialized its activities, the greater the likelihood of conflict.
As practical experience has taught us, some people are conflict oriented and oth
aversive. Evidence indicates that certain personality types—for example, individuals who are
highly authoritarian and dogmatic—lead to potential conflict. Emotions can also cause
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conditions that create opportunities for
e of these conditions is
have been condensed
into three general categories: communication, structure, and personal variables
arise from semantic
connotations, jargon, insufficient
exchange of information, and noise in the communication channel are all barriers to
variables such as size, degree of
clarity, member–goal
of dependence among
forces to stimulate conflict. The
ties, the greater the likelihood of conflict.
oriented and others are conflict
for example, individuals who are
potential conflict. Emotions can also cause

If the conditions cited in stage I negatively affect something that one party cares
the potential for opposition or incompatibility becomes actualized in the
One or more of the parties must be aware of the existence of the anteceden
However, because a conflict is perceived
may be aware that B and Aare in serious disagreement. . . but it may not make A
anxious, and it may have no effect whatsoever on A’s affection toward B.”
when individuals become emotionally involved, that parties experience anxiety, tension,
frustration, or hostility.
Intentions intervene among people’s perceptions and emotions and overt behaviors.
These intentions are decisions to act in a gi
Intentions are separated out as a distinct stage because you have to infer the
know how to respond to that other’s behavior. A lot of conflicts are
party attributing the wrong intentions to the
Following graph represents the primary conflict
cooperativeness (the degree to which one
concerns) and assertiveness (the degree to
concerns)—we can identify five conflict
negatively affect something that one party cares
the potential for opposition or incompatibility becomes actualized in the second stage.
parties must be aware of the existence of the anteceden
perceived does not make it personalized. In other words, “A
and Aare in serious disagreement. . . but it may not make A
it may have no effect whatsoever on A’s affection toward B.” It is at the
individuals become emotionally involved, that parties experience anxiety, tension,
intervene among people’s perceptions and emotions and overt behaviors.
These intentions are decisions to act in a given way.
Intentions are separated out as a distinct stage because you have to infer the
know how to respond to that other’s behavior. A lot of conflicts are escalated merely by one
party attributing the wrong intentions to the other party.
epresents the primary conflict-handling intentions. Using two dimensions
(the degree to which one party attempts to satisfy the other party’s
(the degree to which one party attempts to satisfy his or her own
conflict-handling intentions:
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negatively affect something that one party cares about, then
second stage.
parties must be aware of the existence of the antecedent conditions.
does not make it personalized. In other words, “A
and Aare in serious disagreement. . . but it may not make A tense or
It is at the felt level,
individuals become emotionally involved, that parties experience anxiety, tension,
intervene among people’s perceptions and emotions and overt behaviors.
Intentions are separated out as a distinct stage because you have to infer the other’s intent to
escalated merely by one
handling intentions. Using two dimensions—
party attempts to satisfy the other party’s
to satisfy his or her own

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Now let’s have a look on conflict handling intentions in detail.
11.. CCoommppeettiinngg::
Competition operates as a zero-sum game, in which one side wins and other loses. Highly
assertive personalities often fall back on competition as a conflict management strategy. The
competitive strategy works best in a limited number of conflicts, such as emergency
situations. In general, business owners benefit from holding the competitive strategy in
reserve for crisis situations and decisions that generate ill-will, such as pay cuts or layoffs.
22.. CCoollllaabboorraattiinngg::
Collaboration works by integrating ideas set out by multiple people. The object is to find a
creative solution acceptable to everyone. Collaboration, though useful, calls for a significant
time commitment not appropriate to all conflicts. For example, a business owner should work
collaboratively with the manager to establish policies, but collaborative decision-making
regarding office supplies wastes time better spent on other activities.
33.. AAvvooiiddiinngg::
The avoidance strategy seeks to put off conflict indefinitely. By delaying or ignoring the
conflict, the avoider hopes the problem resolves itself without a confrontation. Those who
actively avoid conflict frequently have low esteem or hold a position of low power. In some
circumstances, avoiding can serve as a profitable conflict management strategy, such as after
the dismissal of a popular but unproductive employee. The hiring of a more productive
replacement for the position soothes much of the conflict.
44.. AAccccoommmmooddaattiinngg::
The accommodating strategy essentially entails giving the opposing side what it wants. The
use of accommodation often occurs when one of the parties wishes to keep the peace or
perceives the issue as minor. Those who use accommodation as a primary conflict
management strategy, however, may keep track and develop resentment.
55.. CCoommpprroommiissiinngg::
Collaboration works by integrating ideas set out by multiple people. The object is to find a
creative solution acceptable to everyone. Collaboration, though useful, calls for a significant
time commitment not appropriate to all conflicts. For example, a business owner should work
collaboratively with the manager to establish policies, but collaborative decision-making
regarding office supplies wastes time better spent on other activities.

When most people think of conflict situations, they tend to focus on stage IV because
where conflicts become visible. The behavior stage includes the statements,
reactions made by the conflicting parti
intentions. As a result of miscalculations or unskilled enactments, overt behaviors sometimes
deviate from these original intentions.
It helps to think of stage IV as a dynamic process of interaction. For Example, you make a
demand on me, I respond by arguing, you threaten me, I threaten you back and so on.
Following conflict provides a way of
along the following continuum. At the lower part
characterized by subtle, indirect, and highly controlled forms of tension, such as a student
questioning in class a point the instructor
move upward along the continuum
wars clearly fall in this upper range. For the most part, conflicts that reach the upper rang
the continuum are almost always dysfunctional. Functional conflicts are typically confined to
the lower range of the continuum.
When most people think of conflict situations, they tend to focus on stage IV because
visible. The behavior stage includes the statements,
reactions made by the conflicting parties, usually as overt attempts to implement their own
ate from these original intentions.
Following conflict provides a way of visualizing conflict behavior. All conflicts exist
continuum. At the lower part of the continuum, we have conflicts
oint the instructor has just made. Conflict intensities escalate as they
move upward along the continuum until they become highly destructive. Strikes, riots, and
range. For the most part, conflicts that reach the upper rang
almost always dysfunctional. Functional conflicts are typically confined to
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When most people think of conflict situations, they tend to focus on stage IV because this is
visible. The behavior stage includes the statements, actions, and
es, usually as overt attempts to implement their own
licts exist somewhere
of the continuum, we have conflicts
has just made. Conflict intensities escalate as they
until they become highly destructive. Strikes, riots, and
range. For the most part, conflicts that reach the upper ranges of
almost always dysfunctional. Functional conflicts are typically confined to

The action–reaction interplay among the conflicting parties results in consequences.
As we have stated before, outcomes may be functional in
improvement in the group’s performance, or it may be
performance.
FFuunnccttiioonnaall OOuuttccoommeess::
Conflict is constructive when it:
 Improves the quality of decisions,
 Stimulates creativity and innovation,
 Encourages interest and curiosity among group members,
 Provides the medium through which problems can be aired and tensions released, and
 Fosters an environment of self-evaluation and
DDyyssffuunnccttiioonnaall OOuuttccoommee
Conflict is destructive when it:
 Development of discontent (Dissatisfaction).
 Reduce group effectiveness.
 Retarded communication.
 Infighting among group members overcomes group g
reaction interplay among the conflicting parties results in consequences.
outcomes may be functional in that the conflict results in an
improvement in the group’s performance, or it may be dysfunctional in that it hinders group
Improves the quality of decisions,
Stimulates creativity and innovation,
Encourages interest and curiosity among group members,
Provides the medium through which problems can be aired and tensions released, and
evaluation and change.
eess::
iscontent (Dissatisfaction).
Infighting among group members overcomes group goals.
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reaction interplay among the conflicting parties results in consequences.
that the conflict results in an
dysfunctional in that it hinders group
Provides the medium through which problems can be aired and tensions released, and

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 PPrroobblleemm SSoollvviinngg::
Face to face meeting with conflicting parties for the purpose of identifying the problem and
resolving it through open discussion.
 SSuuppeerr oorrddiinnaattee ggooaallss::
Creating a shared goal that cannot be attained without the cooperation of each of the
conflicting parties.
 EExxppaannssiioonn ooff RReessoouurrcceess::
When a conflict is caused by the scarcity of resources, expansion of resources can create win-
win solution
.
 SSmmooootthhiinngg::
Playing down differences while emphasizing common interests between the conflicting
parties.
 AAuutthhoorriittaattiivvee ccoommmmaanndd::
Management uses its formal authority to resolve the conflicts.
 AAlltteerriinngg tthhee hhuummaann vvaarriiaabblleess::
Uses behavioral change techniques as human relations training and alter attitude and
behaviors that cause conflict.
 AAlltteerriinngg tthhee ssttrruuccttuurraall vvaarriiaabblleess::
Changing the organization structure and the interaction patterns of the conflicting parties.
 AAvvooiiddaannccee::
Withdrawal from or suppression of the conflict.
 CCoommpprroommiissee::
Each party to the conflict gives up something of value.
CONFLICT MANAGEMENT TECHNIQUES

BBaacckkggrroouunndd::
Negotiation permeates the interactions of almost
There’s the obvious: Labor bargains with mana
negotiate with employees, peers, and bosses; salespeople negotiate with
purchasing agents negotiate with suppliers. And there’s the subtle: An
answer a colleague’s phone for a few minutes in exchange for some
today’s loosely structured organizations, in which members
themselves having to work with colleagues over whom the
whom they may not even share a common boss,
DDeeffiinniittiioonn::
A process in which two or more parties exchange
the exchange rate for them.
Or simply stated;
It is the process of finding an agreement that is satisfactory to all of the groups/individuals
involved in the conflict.
NEGOTIATION
Negotiation permeates the interactions of almost everyone in groups and organiza
There’s the obvious: Labor bargains with management. There’s the not so obvi
peers, and bosses; salespeople negotiate with
purchasing agents negotiate with suppliers. And there’s the subtle: An employee agrees to
answer a colleague’s phone for a few minutes in exchange for some past or future benefit. In
structured organizations, in which members are increasingly finding
themselves having to work with colleagues over whom they have no direct authority and with
whom they may not even share a common boss, negotiation skills become critical
ocess in which two or more parties exchange goods or services and attempt to agree on
NEGOTIATION
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everyone in groups and organizations.
gement. There’s the not so obvious: Managers
peers, and bosses; salespeople negotiate with customers;
employee agrees to
past or future benefit. In
are increasingly finding
have no direct authority and with
negotiation skills become critical.
goods or services and attempt to agree on

Knowing how to negotiate can come in handy in all types of different situations.
are working in business or doing daily errands, the negotiation process is going to be the same.
Following are the steps of negotiation Process
The first step in the negotiation process is to ensure that everyone is ready the actual
negotiation. Before you begin negotiation walk through the steps in your mind of what you
are going to do, and think of different situations that may occur and how yo
handle them. If you need to, do some research beforehand.
to buy a washer and dryer, you may want to read some reviews online or check out some price
points of models that are available to see how low you
 Know what you want from the process.
involved and be able to understand different positions and interests.
and be able to identify boundaries.
 Determine how to get there: Know what resources you can tap into, develop a strategy
that you can work with, and have a walk
 Set a time and place: Once you have all the information you need, set up an appropriate
time and place for the negotiation to ta
In the opening stage of the process, you will identify your needs with the other party.
 Be confident and demonstrate to the other party that you know what you are doing.
 State your case: state your case by painting the context of your
need and what you want as a result, and position yourself to frame the outcome
appropriately.
THE NEGOTIATION PROCESS
Knowing how to negotiate can come in handy in all types of different situations.
negotiation Process.
Before you begin negotiation walk through the steps in your mind of what you
are going to do, and think of different situations that may occur and how yo
If you need to, do some research beforehand. For instance, if you are preparing
points of models that are available to see how low you can negotiate your price.
Know what you want from the process. Make sure you understand the needs of the people
involved and be able to understand different positions and interests. Know your priorities
and be able to identify boundaries.
Know what resources you can tap into, develop a strategy
that you can work with, and have a walk-away position.
Once you have all the information you need, set up an appropriate
time and place for the negotiation to take place.
Be confident and demonstrate to the other party that you know what you are doing.
state your case by painting the context of your negotiation, verify you
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Knowing how to negotiate can come in handy in all types of different situations. Whether you
Before you begin negotiation walk through the steps in your mind of what you
are going to do, and think of different situations that may occur and how you are going to
For instance, if you are preparing
can negotiate your price.
Make sure you understand the needs of the people
Know your priorities
Know what resources you can tap into, develop a strategy
Once you have all the information you need, set up an appropriate
Be confident and demonstrate to the other party that you know what you are doing.
negotiation, verify you

Some people can refer to this as the “arguing” stage, but it is more appropriate to say that you
are simply exchanging views with the o
negotiation, the arguments may be gentle and polite, so it all depends on the situation the
negotiation is taking place.
 Respond to the other party’s views or argument by minimizing their benefits to you,
weakening their argument, or managing their needs all the same.
 Strengthen your argument by maximizing the benefits for them, strengthening your truth,
and legitimizing your needs.
In the exploration stage, usually no agreements have been made other than
Both sides have established what they want, and now they can both move forward to reach an
agreement.
 Find areas where you both agree.
find areas of difference that can be amplifi
 Once you know where you agree and disagree, then you can work to find ways to reach an
agreement by looking into criteria and outcome.
 Move forward by seeking variables, managing information, and keeping your main goal
clear and flexible.
The phase of signaling in the negotiation process is when both parties let it be known that they
are ready to move forward with their position.
certain terms.
 Show the other party that you are ready
towards concession.
are simply exchanging views with the other party. In such instances as a collaborative
Respond to the other party’s views or argument by minimizing their benefits to you,
eakening their argument, or managing their needs all the same.
Strengthen your argument by maximizing the benefits for them, strengthening your truth,
In the exploration stage, usually no agreements have been made other than
Find areas where you both agree. Both parties can agree on some things, so make sure to
find areas of difference that can be amplified into agreements.
Once you know where you agree and disagree, then you can work to find ways to reach an
agreement by looking into criteria and outcome.
Move forward by seeking variables, managing information, and keeping your main goal
are ready to move forward with their position. Signaling indicates the willingness to negotiate
Show the other party that you are ready to move forward, wait for their signal, and move
14 | P a g e
In such instances as a collaborative
Respond to the other party’s views or argument by minimizing their benefits to you,
Strengthen your argument by maximizing the benefits for them, strengthening your truth,
In the exploration stage, usually no agreements have been made other than early positioning.
Both parties can agree on some things, so make sure to
Once you know where you agree and disagree, then you can work to find ways to reach an
Move forward by seeking variables, managing information, and keeping your main goal
Signaling indicates the willingness to negotiate
to move forward, wait for their signal, and move

In this stage, the negotiation has not yet been finalized, and both parties may still be
determining and dealing with various possibilities.
openness so that it will be easier to consider different options and exchanges without having
either party feeling tied down to a decision yet.
 Identify agreeable trades and put together potential agreements.
 Make proposals that offer concessions.
 Have your trade package ready that you believe satisfies both sides of the table.
The closing portion of the negotiation process signals that you are
solution and getting ready to close the final deal.
 During this, you will agree on the details and confirm the agreement.
 Usually when you confirm the agreement, you will sign a legitimate contract.
closing a negotiation deal can also be shaking hands, or agreeing to
The final phase of the negotiation process deals with sustaining your terms of agreement.
sustaining your agreement, you ensure that the commitment stays closed and each party
adheres to what they promised. Make sure both
renegotiate if need be. Here are some techniques to use in the negotiation process to ensure
that both parties sustain their agreements:
 Burning bridges: Ensure there is no way that either party will back out
 Golden handcuffs: Keep key people in the process around with delayed rewards.
 Involvement: Give each person who is important to the negotiation an important role.
 Reward alignment: Align the rewards with the desired behaviors or acti
to see take place.
 Rites of passage: Use formal rituals to confirm change is taking place.
These will differ depending on the type and form of negotiation that you are executing.
determining and dealing with various possibilities. It is important to keep a feeling of
either party feeling tied down to a decision yet.
Identify agreeable trades and put together potential agreements.
Make proposals that offer concessions.
r trade package ready that you believe satisfies both sides of the table.
The closing portion of the negotiation process signals that you are moving towards a complete
ady to close the final deal.
During this, you will agree on the details and confirm the agreement.
Usually when you confirm the agreement, you will sign a legitimate contract.
closing a negotiation deal can also be shaking hands, or agreeing to what has been said.
The final phase of the negotiation process deals with sustaining your terms of agreement.
Make sure both parties keep their promises and are re
Here are some techniques to use in the negotiation process to ensure
that both parties sustain their agreements:
Ensure there is no way that either party will back out of the negotiation.
Keep key people in the process around with delayed rewards.
Give each person who is important to the negotiation an important role.
Align the rewards with the desired behaviors or acti
Use formal rituals to confirm change is taking place.
15 | P a g e
It is important to keep a feeling of
r trade package ready that you believe satisfies both sides of the table.
moving towards a complete
Usually when you confirm the agreement, you will sign a legitimate contract. However,
what has been said.
The final phase of the negotiation process deals with sustaining your terms of agreement. In
parties keep their promises and are ready to
Here are some techniques to use in the negotiation process to ensure
of the negotiation.
Keep key people in the process around with delayed rewards.
Give each person who is important to the negotiation an important role.
Align the rewards with the desired behaviors or actions that you want

 Do not let small problems escalate, deal with them as they arise
negotiate.
 Present your arguments clearly, concisely, and with confidence to avoid any confusion or
unnecessary conflict with the other party
 Listen to others’ perspectives during th
 Remain Calm during the process.
or if things do not go your way.
 Be aware of any verbal or non verbal communication cues that are demonstrated by the
other party. Watch for body language and other non verbal signals between partners.
 Try your best to remain sensitive to the needs and concerns of those who you are dealing
with.
 Always conduct negotiations with a diplomatic spirit.
attempt to seek mutually beneficial agreements to keep both sides happy.
 Focus on problem not on the people.
 If there is tension, look for ways to reduce it.
TIPS FOR SUCCESSFUL NEGOTIATIONS
blems escalate, deal with them as they arise. Early conflicts are easy to
Present your arguments clearly, concisely, and with confidence to avoid any confusion or
unnecessary conflict with the other party
Listen to others’ perspectives during the negotiation process. .
Remain Calm during the process. Avoid losing your temper if discussions become heated
Be aware of any verbal or non verbal communication cues that are demonstrated by the
body language and other non verbal signals between partners.
Try your best to remain sensitive to the needs and concerns of those who you are dealing
Always conduct negotiations with a diplomatic spirit. Have your ultimate goal in mind, but
to seek mutually beneficial agreements to keep both sides happy.
Focus on problem not on the people.
If there is tension, look for ways to reduce it.
16 | P a g e
. Early conflicts are easy to
Present your arguments clearly, concisely, and with confidence to avoid any confusion or
Avoid losing your temper if discussions become heated
Be aware of any verbal or non verbal communication cues that are demonstrated by the
body language and other non verbal signals between partners.
Try your best to remain sensitive to the needs and concerns of those who you are dealing
Have your ultimate goal in mind, but
to seek mutually beneficial agreements to keep both sides happy.

Many people assume conflict lowers group and organizational performance, this assumption is
frequently incorrect. Conflict can be either constructive or destructive
group or unit. Level of conflict can be either to high or too low t
extreme hinders performance. An optimal level is one of that prevents stagnation, stimulates
creativity, allows tensions to released, an initiates the seeds of change without being
disruptive or preventing coordination of activiti
We can say that minimal level of conflict is actually necessary for group or team to improve
productivity here one thing should also be noted that always resolve conflict without being
aggressive for better negotiation so cap it all.
“Conflicts are una
CONCLUSION
frequently incorrect. Conflict can be either constructive or destructive to the functioning of a
group or unit. Level of conflict can be either to high or too low to be constructive. Either
disruptive or preventing coordination of activities.
aggressive for better negotiation so cap it all.
unavoidable but they can be resolved”
CONCLUSION
17 | P a g e
to the functioning of a
o be constructive. Either
voidable but they can be resolved”

18 | P a g e
BBooookkss aanndd JJoouurrnnaallss::
 Hough, Handbook of Industrial and Organizational psychology, 2nd
edition.
 L. R. Pondy, “Organizational Conflict: Concepts and Models”, Administrative Science
Quarterly (September 1967), p. 308.
 Pinkley and Northcraft, “Conflict frames and References: Implications for Dispute
Processes and Outcomes”, Academy of Managerial Journal (February 1994).
 Stephen P. Robbins, Managing Organizational Conflict: A Nontraditional Approach, 1974.
WWeebb LLiinnkkss::
 http://www.smallbusiness.chron.com
 http://www.prenhall.com
 http://www.slideshare.net
 https://www.udemy.com/blog
REFERENCES

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