This presentation discusses conflict management and negotiation. It defines conflict and outlines various types. It explores traditional, human relations, and integrationist views of conflict. The presentation also distinguishes between task, relationship, and process conflict. It describes the conflict process and five conflict-handling intentions. Additionally, it contrasts distributive and integrative bargaining and identifies five steps in the negotiating process. Finally, the presentation provides tips for managing workplace conflict.

1. A Presentation
on
CONFLICT MANAGEMENT
(Conflict & Negotiation)
BY:
Ramesh

2. Learning Objectives
Learning Objectives
1. Define conflict.
2. Differentiate between the traditional, human
relations, and integrationist views of conflict.
3. Contrast task, relationship, and process conflict.
4. Outline the conflict process.
5. Describe the five conflict-handling intentions.
6. Contrast distributive and integrative bargaining.
7. Identify the five steps in the negotiating process.
8. Describe cultural differences in negotiations.

3. What is Conflict?
What is Conflict?
 Conflict Defined
– Is 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.
– Or simply disagreement between the two or more
persons on any point.

4. How many parties are involved ???
How many parties are involved ???

5. Have faced a conflict in the past week?
Have faced a conflict in the past week?

6. Contd….
Contd….
 Internal
 Interpersonal
 Intragroup
 Intergroup
 International
 Global

7. Various conflict in between
Various conflict in between

8. Causes of conflict
Causes of conflict

9. Transitions in Conflict Thought
Transitions in Conflict Thought
Traditional View of Conflict
The belief that all conflict is harmful and must be
avoided.
Human Relations View of Conflict
The belief that conflict is a natural occurrence in all
groups and organization.
Interactionist View of Conflict
The belief that conflict is not only a
positive force in a group but that it is
absolutely necessary for a group to
perform effectively.

10. Functional versus Dysfunctional Conflict
Functional versus Dysfunctional Conflict
Functional Conflict
Conflict that supports the goals of
the group and improves its
performance.
Dysfunctional Conflict
Conflict that hinders
group performance.

11. Types of Conflict
Types of Conflict
Task Conflict
Conflicts over content and goals
of the work.
Process Conflict/ organizational conflict
Conflict over how work gets done.
Relationship Conflict
Conflict based on interpersonal
relationships. These conflicts are almost
dysfunctional.

12. The Conflict Process
The Conflict Process

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14. Conflict Management Approaches
Conflict Management Approaches
Indirect Conflict Management Approaches
appeal to common goals
hierarchical referral
organizational redesign
scripts and myths
Direct Conflict Management Approaches
win-lose conflict
win-win conflict
lose-lose conflict (avoidance,
accommodation/smoothing, compromise)

15. Assertive
Compromising
Unassertive
Assertiveness
Collaborating
Competing
Avoiding
Accommodating
Uncooperative
Cooperative
Cooperativeness

16. Avoidance Is Appropriate When...
 You have no chance of satisfying your concerns
 let people cool down
Accommodation Is Appropriate When ...
 You realize you are wrong
 Issue is much more important to other party
 To build up credit for later negotiations
 To preserve harmony
Competition Is Appropriate When...
 No long term relationship
 To protect yourself against untrustworthy parties
 Unpopular courses of action need implementation
 Issues are vital to your welfare

17. Contnd..
Contnd..
Collaboration Is Appropriate When ...
 Both parties’ concerns are too important to be
compromised
 To gain commitment
 Time is not an issue
Compromising Is Appropriate When ...
 Goals are less important to you than
collaboration
 Mutually exclusive goals
 To achieve temporary settlements
 Under intense time pressure

18. Conflict Resolution Techniques
Conflict Resolution Techniques
 Smoothing
Playing down differences while emphasizing common
interests between the conflicting parties.
 Authoritative command.
Management uses its formal authority to resolve the
conflicts.
 Altering the human variables.
Uses behavioral change techniques as human
relations training and alter attitude and behaviors that
cause conflict.

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20. Negotiation
Negotiation
Negotiation
A process in which two or more parties exchange
goods or services and attempt to agree on the
exchange rate for them.
BATNA
The Best Alternative To a
Negotiated Agreement; the
lowest acceptable value
(outcome) to an individual
for a negotiated agreement.

21. Bargaining Strategies
Bargaining Strategies
Distributive Bargaining
Negotiation that seeks to divide up a fixed amount of
resources; a win-lose situation.
Integrative Bargaining
Negotiation that seeks one or more settlements that
can create a win-win solution.

22. What is the most important strategy for
encouraging integrative bargaining?




Focusing on the problem, not the people
Focusing on interests, not demands
Creating new options for joint gain
Focusing on what is fair

23. Tips for Managing
Tips for Managing
Workplace Conflict
Workplace Conflict
•
Build good relationships before
conflict occurs
•
Do not let small problems escalate;
deal with them as they arise
Respect differences
•
•
Listen to others’ perspectives on the
conflict situation
•
Acknowledge feelings before
focusing on facts
•
Focus on solving problems, not
changing people
If you can’t resolve the problem, turn
to someone who can help
Remember to adapt your style to the
situation and persons involved
•
•