This document discusses conflict, negotiations, and their management. It begins by defining conflict as a collision between people caused by differences in beliefs, attitudes, and perceptions. It then describes the types of conflict as intrapersonal, interpersonal, and intergroup. Causes of conflict include organizational structure, limited resources, incompatible goals, and personality differences. Both positive and negative outcomes of conflict are discussed. The document also covers negotiation strategies like the distributive and integrative approaches, as well as the five phases of negotiation and common mistakes to avoid. It concludes by discussing the role of ethics and cultural variations in negotiations.
Strategies of Resolving Commonly Experienced ConflictsDeepanshuYadav2
1. CONFLICT ?
Conflict can be defined as an expressed struggle between at least interdependent parties, who perceive that incompatible goals, scare resources, or interference from others are preventing them from achieving their goals.
2. TYPES OF CONFLICTS
Intrapersonal Conflict
Interpersonal Conflict
Intergroup Conflict
Organizational Conflict
3. Conflict Management
Identify the boundaries of the conflict, the areas of agreement and disagreement, and the extent of each person's aims.
Understand the factors that limit the possibilities of managing the conflict constructively.
Be aware of whether more than one issue is involved.
Be open to the ideas, feelings, and attitudes expressed by the people involved.
Be willing to accept outside help to mediate the conflict.
CONFLICT RESOLUTION STRATEGIES
Conflict Management and Negotiation- Ch.21Brenna Lynch, Eliz.docxzollyjenkins
Conflict Management and Negotiation- Ch.21
Brenna Lynch, Elizabeth Adams, Dominique Barnes
Conflict:
Conflict -internal or external discord that results from differences in ideas, values, or feelings between two or more people. Can be created by a difference in:
Economic values, professional values, competition, limited resources, poorly defined role expectations
*Can you think of a time that you experienced conflict within your work environment? Conflict is not always a negative experience. It is naturally occuring and expected. Amplified positive outcomes can come from conflict.
“Conflict is neither good nor bad, and it can produce growth or destruction, depending on how it is managed”.
Conflict Resolution- Negotiation is a conflict resolution strategy. Skills necessary to manage conflict effectively can be learned! Conflict may be used as a conduit for growth, innovation, and productivity within a workplace.
Conflict has both a qualitative and quantitative nature!
“Directing” management:
Conflict also has a qualitative nature. A person may be totally overwhelmed in one conflict situation yet can handle several simultaneous conflicts at a later time. The difference is in the quality or significance of that conflict to the person experiencing it. Although quantitative and qualitative conflicts produce distress at the time they occur, they can lead to growth, energy, and creativity by generating new ideas and solutions. If handled inappropriately, quantitative and qualitative conflicts can lead to demoralization, decreased motivation, and lowered productivity.
The Conflict Process:
Before managers can or should attempt to intervene in conflict, they must be able to assess its five stages accurately. The first stage in the conflict process, latent conflict, implies the existence of antecedent conditions such as short staffing and rapid change. In this stage, conditions are ripe for conflict, although no conflict has actually occurred and none may ever occur. Much unnecessary conflict could be prevented or reduced if managers examined the organization more closely for antecedent conditions. For example, change and budget cuts almost invariably create conflict. Such events, therefore, should be well thought out so that interventions can be made before the conflicts created by these events escalate.
If the conflict progresses, it may develop into the second stage: perceived conflict. Perceived or substantive conflict is intellectualized and often involves issues and roles. The person recognizes it logically and impersonally as occurring. Sometimes, conflict can be resolved at this stage before it is internalized or felt. In an environment characterized by open communication and mutual support, many conflicts can be resolved simply by pointing out that a potential or actual problem exists.
The third stage, felt conflict, occurs when the conflict is emotionalized. Felt emotions include hostility, fear, mistrust, and anger..
Presenter’s Name
Country Name
Country Analysis
1
Introduction: Country Name
Rationale
Location and Geography
Insert Map Here
2
Sociocultural Environment
Country Composition
3
Sociocultural Environment
Values and Communication
Business Etiquette
4
Sociocultural Environment: Observation Deck
Business Observations
5
Political-Legal Environment
Government and Ideologies
Corruption
6
Political-Legal Environment
Trade Regulations and Legal Considerations
7
Political-Legal Environment: Observation Deck
Business Observations
8
Economic Measures
Trade
Economic-Infrastructural Environment
9
Economic-Infrastructural Environment
10
Economic-Infrastructural Environment: Observation Deck
Business Observations
11
Final Recommendations
Market Entry Strategies
Cultural Awareness
12
References
13
Conflicts are inevitable in human life. Conflict is a situation between two interdependent
parties that entails the perceived differences that both parties claim to be negative. This may
result in negative strong emotions and certain behaviours may prevail. The consequences of
conflict are two-sided that is it can end up causing death and even destruction. On the other hand,
it may also result in a situation whereby relationships are enhanced and strengthened. Goals and
effectiveness can be achieved because of an incident of disagreement among people. Conflict is
an engine of evolution among human beings which enhances us to grow, learn and progress in
our lives, (Kuster, et.al, 2015). Therefore, conflicts should be managed in a skilled manner to
further their practical potential.
At the workplace, there are several types of conflict: Conflict over the decisions and ideas
in business, boss conflicts with staff, personality clashing at work and even organization
mismanagement of the needs of the staff in general. Employees are likely to express conflict
through insults, bullying, anger and being uncooperative with their colleagues, (Field, 2012).
Workplace conflict is not good for productivity in business and it can harm the operations of the
organization through disruptions of tasks assigned, turnover rates and job terminations can be
experienced from the same and high decreased production rates. Workplace conflict can also
create emotional stress among most parties involved.
Since conflict refers to a process in which one party asserts that their interests are being
opposed by the other party or if they are overstepping, we will discuss the five stages of the
process of conflict. First, the potential to express opposition or incompatibility which is
enhanced through communication and it is also based on personal variables. The second stage
which is cognition and personalization entails the perception of the conflict itself from the
different groups that are involved. Third stage; intentions of handling the conflict are another
crucial ...
Strategies of Resolving Commonly Experienced ConflictsDeepanshuYadav2
1. CONFLICT ?
Conflict can be defined as an expressed struggle between at least interdependent parties, who perceive that incompatible goals, scare resources, or interference from others are preventing them from achieving their goals.
2. TYPES OF CONFLICTS
Intrapersonal Conflict
Interpersonal Conflict
Intergroup Conflict
Organizational Conflict
3. Conflict Management
Identify the boundaries of the conflict, the areas of agreement and disagreement, and the extent of each person's aims.
Understand the factors that limit the possibilities of managing the conflict constructively.
Be aware of whether more than one issue is involved.
Be open to the ideas, feelings, and attitudes expressed by the people involved.
Be willing to accept outside help to mediate the conflict.
CONFLICT RESOLUTION STRATEGIES
Conflict Management and Negotiation- Ch.21Brenna Lynch, Eliz.docxzollyjenkins
Conflict Management and Negotiation- Ch.21
Brenna Lynch, Elizabeth Adams, Dominique Barnes
Conflict:
Conflict -internal or external discord that results from differences in ideas, values, or feelings between two or more people. Can be created by a difference in:
Economic values, professional values, competition, limited resources, poorly defined role expectations
*Can you think of a time that you experienced conflict within your work environment? Conflict is not always a negative experience. It is naturally occuring and expected. Amplified positive outcomes can come from conflict.
“Conflict is neither good nor bad, and it can produce growth or destruction, depending on how it is managed”.
Conflict Resolution- Negotiation is a conflict resolution strategy. Skills necessary to manage conflict effectively can be learned! Conflict may be used as a conduit for growth, innovation, and productivity within a workplace.
Conflict has both a qualitative and quantitative nature!
“Directing” management:
Conflict also has a qualitative nature. A person may be totally overwhelmed in one conflict situation yet can handle several simultaneous conflicts at a later time. The difference is in the quality or significance of that conflict to the person experiencing it. Although quantitative and qualitative conflicts produce distress at the time they occur, they can lead to growth, energy, and creativity by generating new ideas and solutions. If handled inappropriately, quantitative and qualitative conflicts can lead to demoralization, decreased motivation, and lowered productivity.
The Conflict Process:
Before managers can or should attempt to intervene in conflict, they must be able to assess its five stages accurately. The first stage in the conflict process, latent conflict, implies the existence of antecedent conditions such as short staffing and rapid change. In this stage, conditions are ripe for conflict, although no conflict has actually occurred and none may ever occur. Much unnecessary conflict could be prevented or reduced if managers examined the organization more closely for antecedent conditions. For example, change and budget cuts almost invariably create conflict. Such events, therefore, should be well thought out so that interventions can be made before the conflicts created by these events escalate.
If the conflict progresses, it may develop into the second stage: perceived conflict. Perceived or substantive conflict is intellectualized and often involves issues and roles. The person recognizes it logically and impersonally as occurring. Sometimes, conflict can be resolved at this stage before it is internalized or felt. In an environment characterized by open communication and mutual support, many conflicts can be resolved simply by pointing out that a potential or actual problem exists.
The third stage, felt conflict, occurs when the conflict is emotionalized. Felt emotions include hostility, fear, mistrust, and anger..
Presenter’s Name
Country Name
Country Analysis
1
Introduction: Country Name
Rationale
Location and Geography
Insert Map Here
2
Sociocultural Environment
Country Composition
3
Sociocultural Environment
Values and Communication
Business Etiquette
4
Sociocultural Environment: Observation Deck
Business Observations
5
Political-Legal Environment
Government and Ideologies
Corruption
6
Political-Legal Environment
Trade Regulations and Legal Considerations
7
Political-Legal Environment: Observation Deck
Business Observations
8
Economic Measures
Trade
Economic-Infrastructural Environment
9
Economic-Infrastructural Environment
10
Economic-Infrastructural Environment: Observation Deck
Business Observations
11
Final Recommendations
Market Entry Strategies
Cultural Awareness
12
References
13
Conflicts are inevitable in human life. Conflict is a situation between two interdependent
parties that entails the perceived differences that both parties claim to be negative. This may
result in negative strong emotions and certain behaviours may prevail. The consequences of
conflict are two-sided that is it can end up causing death and even destruction. On the other hand,
it may also result in a situation whereby relationships are enhanced and strengthened. Goals and
effectiveness can be achieved because of an incident of disagreement among people. Conflict is
an engine of evolution among human beings which enhances us to grow, learn and progress in
our lives, (Kuster, et.al, 2015). Therefore, conflicts should be managed in a skilled manner to
further their practical potential.
At the workplace, there are several types of conflict: Conflict over the decisions and ideas
in business, boss conflicts with staff, personality clashing at work and even organization
mismanagement of the needs of the staff in general. Employees are likely to express conflict
through insults, bullying, anger and being uncooperative with their colleagues, (Field, 2012).
Workplace conflict is not good for productivity in business and it can harm the operations of the
organization through disruptions of tasks assigned, turnover rates and job terminations can be
experienced from the same and high decreased production rates. Workplace conflict can also
create emotional stress among most parties involved.
Since conflict refers to a process in which one party asserts that their interests are being
opposed by the other party or if they are overstepping, we will discuss the five stages of the
process of conflict. First, the potential to express opposition or incompatibility which is
enhanced through communication and it is also based on personal variables. The second stage
which is cognition and personalization entails the perception of the conflict itself from the
different groups that are involved. Third stage; intentions of handling the conflict are another
crucial ...
The discord that arises when interests, values & goals of different individuals or groups are incompatible and involved people blocks or thwart each other efforts to achieve their objectives.
Self Assessment Test for Conflict ManagementJennifer Kumar
This 15 question assessment will help you to understand your conflict style as per the Thomas Kilmann Conflict Resolution Model. See more about that model in a video: http://blog.authenticjourneys.info/2015/11/conflict-management-model-thomas.html
The discord that arises when interests, values & goals of different individuals or groups are incompatible and involved people blocks or thwart each other efforts to achieve their objectives.
Self Assessment Test for Conflict ManagementJennifer Kumar
This 15 question assessment will help you to understand your conflict style as per the Thomas Kilmann Conflict Resolution Model. See more about that model in a video: http://blog.authenticjourneys.info/2015/11/conflict-management-model-thomas.html
Thinking of getting a dog? Be aware that breeds like Pit Bulls, Rottweilers, and German Shepherds can be loyal and dangerous. Proper training and socialization are crucial to preventing aggressive behaviors. Ensure safety by understanding their needs and always supervising interactions. Stay safe, and enjoy your furry friends!
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
MATATAG CURRICULUM: ASSESSING THE READINESS OF ELEM. PUBLIC SCHOOL TEACHERS I...NelTorrente
In this research, it concludes that while the readiness of teachers in Caloocan City to implement the MATATAG Curriculum is generally positive, targeted efforts in professional development, resource distribution, support networks, and comprehensive preparation can address the existing gaps and ensure successful curriculum implementation.
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বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
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How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
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2. KEY
OBJECTIVES
Understand the different types, causes and
consequences of conflict.
Understand how to manage conflict
effectively.
Understand the stages of the negotiation
process and how to avoid common
negotiation mistakes.
Recognize the variations between cultures in
negotiation and conflict.
2
3. UNDERSTANDING CONFLICT
3
What is Conflict?
Conflict is described as a collision between people
caused by disparities in beliefs, attitudes, comprehension,
interests, needs, and occasionally even perceptions.
Intense debates, physical abuse, and unquestionably a
loss of peace and harmony follow a fight.
4. TYPES OF CONFLICT
7/1/20XX
arises within a person. Humans experience
intrapersonal conflict, which is a conflict between what
they should and what they want.
Intrapersonal conflict
occur when two or more people disagree about
something.
Interpersonal conflicts
conflict that takes place among different groups.
When two or more groups and its members dispute or
engage in conflict, this is referred to as intergroup
conflict.
Intergroup conflicts
5. CAUSES AND OUTCOMES OF CONFLICT
5
Conflict at work may have a variety of
underlying factors. Never forget that anything
that causes disagreement can also lead to
conflict. Organizations often experience conflict,
but some organizations experience it more
frequently than others.
6. CAUSES OF CONFLICT
7/1/20XX
If a business adopts a matrix organizational structure,
decisional conflict will be inherent because the system
mandates that each manager report to two superiors
Organizational Structure
Resources like money, time, and equipment are
frequently in short supply. Competition between
individuals or departments for scarce resources
frequently results in conflict.
Limited Resources
The need to depend on others to do their jobs in order
to achieve your goal, is another reason why people
get into arguments.
Task Interdependence
7. CAUSES OF CONFLICT
7/1/20XX
When two parties believe their objectives are
incompatible, conflict can occasionally result.
Incompatible Goals
There are frequently personality variances between
coworkers. We can better comprehend how others
perceive the world by comprehending certain
underlying variations in how people think and act.
Personality Differences
Sometimes a little, accidental communication issue,
like misplaced emails or dealing with callers who don’t
pick up, leads to tension.
Communication Problems
8. OUTCOMES OF CONFLICTS
Consideration of a
broader range of
ideas, resulting in a
better, stronger idea.
Surfacing of
assumptions that
may be inaccurate
Increased participation
and creativity and
clarification of individual
views that build learning
Positive Outcomes of Conflicts
8
9. EXAMPLES OF NEGATIVE OUTCOMES
Increased stress and anxiety
among individuals, which
decreases productivity and
satisfaction
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
10. CONFLICT MANAGEMENT
Change the Composition of the Team
Changing the team’s makeup and isolating the
personalities that were at odds may be the
simplest approach if the issue occurs between
team members.
Create a Common Opposing Force
A common enemy like the competition might be
used to defuse group friction within an
organization
Consider Majority Rule
A group dispute may occasionally be settled by majority vote. In
other words, after a vote by the group, the plan with the most
votes is implemented. If the participants believe the process is
fair, the majority rule strategy may be effective.
Problem Solve
When in problem-solving mode, disputing parties
are instructed to put their attention on the issue at
hand rather than on one another and to identify its
underlying causes.
7/1/20XX Pitch deck title 10
11. CONFLICT-HANDLING
STYLES
The manner that different people manage conflict
varies. There are five standard methods for
addressing disputes. These styles can be plotted
on a grid that illustrates the varied levels of
assertiveness and cooperation that each style
requires
12. CONFLICT HANDLING-STYLES
Avoidance
The goal of those who adopt
this stance is to completely
avoid conflict by downplaying it.
Accommodation
This approach involves giving in
to what the other party wants,
even if it means sacrificing one’s
own objectives
Compromise
Compromise is a middle-ground
method in which people want to
communicate their concerns and
get their way, but also respect
the interests of the other person.
7/1/20XX Pitch deck title 12
13. CONFLICT HANDLING-STYLES
Competition
Competing
personalities seek
to accomplish their
objectives or have
their ideas
accepted,
regardless of what
other people think
or how they feel
Collaboration
This is a tactic to
employ in order to get
the best result from a
conflict: each side
makes an argument
for their side, backing
it with evidence and
logic, while paying
close attention to the
other side.
14. IS CONFLICT ALWAYS BAD?
Conflict makes most people uncomfortable, but is it necessarily a negative thing? If
conflict paralyzes a company, results in subpar performance, or, in the worst case
scenario, sparks workplace violence, it may be considered dysfunctional.
Surprisingly, some degree of dispute can really be beneficial (and essential) to the
success of a business. We need to comprehend conflict’s underlying causes, effects,
and management techniques in order to comprehend how to bring it about.
Performance can be impacted by the influence of too much or too little conflict.
Performance will be poor if conflict levels are too low. Performance usually suffers
when conflict levels are too high.
Maintaining conflict levels within this range is the aim. Although it may seem strange to
prefer one level of task-related conflict over another, this is because it indicates an
environment where constructive disagreements can occur.
7/1/20XX Pitch deck title 14
16. NEGOTIATIONS
7/1/20XX
Parties frequently resolve disputes
through negotiation. Two or more
parties can reach an agreement
through negotiation. The negotiation
process comprises five stages, which
are listed below
17. THE FIVE PHASES OF NEGOTIATIONS
Phase 1:
Investigation
Phase 2:
Determine the
“best alternative
to a negotiated
agreement.”
Phase 3:
Presentation
Phase 4:
Bargaining
Phase 5:
Closure
18. NEGOTIATION STRATEGIES
Distributive Approach
The conventional fixed-pie
strategy is known as the
distributive view of
negotiating. In other
words, they view the
situation as a pie that
needs to be split between
them. Each person tries to
“win” by obtaining more
pie.
Integrative Approach
The integrative method to
negotiation is a more
modern, innovative
strategy. In this strategy,
both parties seek to
combine their objectives
under a wider guise. In
other words, they want to
increase the size of the pie
so that everyone gets
more. This is also known
as a win-win strategy
19. AVOIDING COMMON
MISTAKES IN
NEGOTIATIONS
7/1/20XX
Some people are taught to feel that negotiation is a
conflict situation, and these individuals may tend to
avoid negotiations to avoid conflict.
Failing to Negotiate/Accepting the First Offer
Thinking only about yourself is a common mistake, as we saw
in the opening case. Consider the reasons the other party
might wish to accept the offer. People are unlikely to agree to
an agreement that doesn’t benefit them in any way. As you
accomplish your goals, assist them in achieving theirs.
Letting Your Ego Get in the Way
The results of displaying anger during negotiations
have a mixed record. According to some academics,
those who show anger during negotiations perform
worse than those who don’t.
Getting Overly Emotional
20. AVOIDING COMMON
MISTAKES IN
NEGOTIATIONS
7/1/20XX
We can set objectives that are large enough to take
into account the main interests of each party and
break the particular impasse we are currently
experiencing. Setting realistic objectives early on that
take into account each party’s concerns will calm the
atmosphere and increase the likelihood that an
agreement will be reached.
Having Unrealistic Expectations
Negotiators who had previously engaged in
unsuccessful negotiations were more willing to do it
again. In comparison to individuals who had previously
negotiated deals successfully, those who had previously
failed to reach an agreement tended to have less
favorable outcomes
Letting Past Negative Outcomes Affect the Present
Ones
21. 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
Conciliator
A trusted third party who
provides an informal
communication link
between the negotiators
and the opponent(2nd
person/party)
Consultant
An impartial third party,
skilled in conflict
management, who
attempts to facilitate
creative problem solving
through communication
and analysis.
21
THIRD-PARTY NEGOTIATIONS
22. THE ROLE OF ETHICS
AND NATIONAL
CULTURE
7/1/20XX Pitch deck title 22
Ethics and Negotiations
Ethics establish a way of doing what is right, fair, and honest. If your counterpart
feels you are being unfair or dishonest, he or she is less likely to make any
concessions—or even to negotiate with you in the first place.
Here are some tips for ethical negotiations:
Be honest.
Keep your promises.
“Treat people the way they want to be treated.”