Dealing With Conflict And Negotiation
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Dealing with conflict gets a little more challenging working remotely. This unit considers five effective ways to deal with conflict and negotiation.
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G.R.O.W. is the most powerful coaching model available to get the employee to take full responsibility for their development.
Most coaching sessions are too much telling and they are ineffective and a waste of time. Good coaching is essentially about asking good questions.
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People at work are expected to play many roles. There are four nonjob roles that are critically important to surviving and thriving in the 21st century workplace. What are these roles and how can they be applied and incorporated in a role description?
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10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10
Major Topics I’ll Learn and Questions I Should Be Able to Answer
10.1 A Contemporary View of Conflict
MAJOR QUESTION: How can a contemporary perspective on conflict
make me more effective at school, work, and home?
10.2 Conventional Forms of Conflict
MAJOR QUESTION: What are some types of conflict and how
can I manage them to my benefit?
10.3 Forms of Conflict Intensified by Technology
MAJOR QUESTION: What can I do to manage work–family
conflict and incivility to make me more effective at school, work,
and home?
10.4 Effectively Managing Conflict
MAJOR QUESTION: What can I do to prevent, reduce, or even overcome
conflict?
10.5 Negotiation
MAJOR QUESTION: What are some best practices for effective
negotiation?
How Can These Skills Give Me an Advantage?
MANAGING CONFLICT
AND NEGOTIATIONS
377
The Organizing Framework in Figure 10.1 summarizes the key concepts you’ll learn in
this chapter. You’ll notice a large number of person factors, such as your personality,
experience, conflict-handling styles, mindfulness, and civility influence the type, fre-
quency, and intensity of conflict you have in all arenas of your life. Many of these same
factors influence how you negotiate. You’ve also undoubtedly expect relationship
quality, leadership, organizational climate, as well as a number of norms and practices
to shape conflict and negotiations at work. The importance of these factors notwith-
standing, our primary focus in this chapter is understanding conflict and negotiation
processes themselves, and how they in turn impact nearly every outcome in the Orga-
nizing Framework. This complexity and broad impact of conflict, in particular, high-
lights the critical importance of managing conflict for your own satisfaction and
performance at work.
FIGURE 10.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB
SOURCE: © 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.
INPUTS PROCESSES OUTCOMES
Person Factors
• Personality
• Experience
• Skills and abilities
• Conflict-handling styles
• Values
• Needs
• Mindfulness
• Ethics
• Incivility
Situation Factors
• Relationship quality
• Leadership
• Organizational climate
• Stressors
• Incivility
• Alternative dispute resolution
practices
Individual Level
• Conflict and negotiation
• Emotions
• Interpersonal skills
• Perceptions
• Performance management
practices
• Trust
• Communication
Group/Team Level
• Group/team dynamics
• Conflict and negotiation
• Decision making
• Performance management
• Leadership
• Communication
• Trust
Organizational Level
• Human resource policies and
practices
• Communication
• Leading and managing
change and stress
Individual Level
• Task performance
• Work attitudes
• Citizenship behavior/
counterproductive behavior
• Turnover
• Career outcomes
• Creativity
Group/Team Level
• Group/team performance
• Group satisfaction
•.
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This document provides an agenda for a negotiating skills training session. It includes exercises on negotiating a division of money, challenges project managers face, understanding motivations, handling emotions, and practicing win-win negotiations. Participants rotate through different negotiation scenarios and roles to practice techniques. Feedback is provided after each exercise on effective use of rapport building, understanding interests, and finding mutually agreeable outcomes.
Negotiation skills power point presentation
This document provides an agenda for a negotiating skills training session. It includes exercises on negotiating challenges project managers face, pre-negotiation planning, understanding motivations, handling emotions, and practicing win-win negotiations. Participants engage in role-playing negotiations and provide feedback on their use of key negotiation techniques.
10Major Topics I’ll Learn and Questions I Should Be Able to .docx
10
Major Topics I’ll Learn and Questions I Should Be Able to Answer
10.1 A Contemporary View of Conflict
MAJOR QUESTION: How can a contemporary perspective on conflict
make me more effective at school, work, and home?
10.2 Conventional Forms of Conflict
MAJOR QUESTION: What are some types of conflict and how
can I manage them to my benefit?
10.3 Forms of Conflict Intensified by Technology
MAJOR QUESTION: What can I do to manage work–family
conflict and incivility to make me more effective at school, work,
and home?
10.4 Effectively Managing Conflict
MAJOR QUESTION: What can I do to prevent, reduce, or even overcome
conflict?
10.5 Negotiation
MAJOR QUESTION: What are some best practices for effective
negotiation?
How Can These Skills Give Me an Advantage?
MANAGING CONFLICT
AND NEGOTIATIONS
377
The Organizing Framework in Figure 10.1 summarizes the key concepts you’ll learn in
this chapter. You’ll notice a large number of person factors, such as your personality,
experience, conflict-handling styles, mindfulness, and civility influence the type, fre-
quency, and intensity of conflict you have in all arenas of your life. Many of these same
factors influence how you negotiate. You’ve also undoubtedly expect relationship
quality, leadership, organizational climate, as well as a number of norms and practices
to shape conflict and negotiations at work. The importance of these factors notwith-
standing, our primary focus in this chapter is understanding conflict and negotiation
processes themselves, and how they in turn impact nearly every outcome in the Orga-
nizing Framework. This complexity and broad impact of conflict, in particular, high-
lights the critical importance of managing conflict for your own satisfaction and
performance at work.
FIGURE 10.1 ORGANIZING FRAMEWORK FOR UNDERSTANDING AND APPLYING OB
SOURCE: © 2014 Angelo Kinicki and Mel Fugate. All rights reserved. Reproduction prohibited without permission of the authors.
INPUTS PROCESSES OUTCOMES
Person Factors
• Personality
• Experience
• Skills and abilities
• Conflict-handling styles
• Values
• Needs
• Mindfulness
• Ethics
• Incivility
Situation Factors
• Relationship quality
• Leadership
• Organizational climate
• Stressors
• Incivility
• Alternative dispute resolution
practices
Individual Level
• Conflict and negotiation
• Emotions
• Interpersonal skills
• Perceptions
• Performance management
practices
• Trust
• Communication
Group/Team Level
• Group/team dynamics
• Conflict and negotiation
• Decision making
• Performance management
• Leadership
• Communication
• Trust
Organizational Level
• Human resource policies and
practices
• Communication
• Leading and managing
change and stress
Individual Level
• Task performance
• Work attitudes
• Citizenship behavior/
counterproductive behavior
• Turnover
• Career outcomes
• Creativity
Group/Team Level
• Group/team performance
• Group satisfaction
• Group cohesion and conflict
Organizati ...
Conflict Mangement: A study on Grameenphone Limited.
A research report on conflict management inside Grameenphone office. For data source we conducted a face to face interview with employees of Grameenphone. Questionnaire method was used to collect data.
Special Thanks to GRAMEENPHONE!
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3. Customize your resume and cover letter for each application by highlighting how your qualifications match the job requirements.
4. Prepare for interviews by practicing common questions and learning about the company.
5. Follow up after applying and interviewing to express your continued interest in the role.
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Dealing With Conflict And Negotiation
- 1. Dr Tim Baker tim@winnersatwork.com.au www.winnersatwork.com.au Dealing with Conflict & Negotiation
- 2. Unit 1—Managing Performance Remotely Unit 2—Coaching from a Distance Unit 3—Giving Feedback Remotely Unit 4—Building Motivation & Morale Unit 5—Dealing with Conflict & Negotiation Unit 6—Influencing from a Distance
- 3. Political awareness The model When to use the different styles Case studies
- 4. Wise Clever Inept Innocent Politically Aware Politically Unaware Game Player Act with Integrity Baddeley (1987) Political Skills for Team Leaders
- 6. Competing • When speed & decisiveness are necessary • When parties refuse to cooperate & are trying to take advantage of you • When an unpopular decision needs to be made then a competitive decision may be necessary.
- 7. Accommodating • When the relationship is more important than the issue • When there is no hope of having your wishes met • When it is not very important
- 8. Avoiding • When diplomacy can help smooth a situation • Putting off a decision until a better time or when people have calmed down • When neither the relationship or the issue is important to you • When you need to know more before you take action
- 9. Collaborating • In situations where both the issue & the relationship are important • Where an outcome that satisfies both parties is sought • When all parties need to be committed to a solution • When a creative solution needs to be found
- 10. Compromising • Useful when time is running out & decisions need to be made • Sometimes can be used when collaboration or competing has failed • Can be a temporary, short term solution to conflict while collaborative efforts continue • Sometimes compromise is the only way
- 11. Organisational Change & Leadership Development
- 12. Situation 1 A customer calls and wants you to handle an order for him. You no longer work in that team, and it would create a major problem internally if you crossed departments. However, the customer who orders a moderate amount of product has been very insistent with you.
- 13. Situation 2 You’ve had your car in for repair and although the claim it's fixed you have the same problem. It is not a regular fault and is obvious. You paid your bill when you collected the car and are not prepared to pay more. They are the only dealer that is at all convenient for you. You want your car fixed properly NOW!
- 14. Situation 3 You are the Manager of a team that currently has a manual recording system, and your analysis shows greater productivity if it's automated. Susan Jones runs the same kind of operation in another team. She disagrees with your proposition citing customer concerns and employee resistance plus technical problems with the system you are proposing. Your Manager has told you to resolve the situation with Susan because you must both run the same way.
- 15. Situation 4 Your boss has a personal dislike of one of your team- and is insisting you fire that person. Whilst you recognise some occasional problems, you can manage that quite easily and that person is in fact, important to the team output.
- 16. Situation 5 As Manager, you want to design a new system in a way that suits you. Your approach at the Managers’ meeting is to raise it with the other Managers who are all affected by the proposed new system. One of the other Managers says it’s too costly that way and that each Manager should simply offer their approach and the General Manager make the decision.
- 17. Key Messages … be flexible don’t overuse your preferred style If plan A doesn’t work …
- 18. Your homework Practice using all five styles
- 19. Unit 1—Managing Performance Remotely Unit 2—Coaching from a Distance Unit 3—Giving Feedback Remotely Unit 4—Building Motivation & Morale Unit 5—Dealing with Conflict & Negotiation Unit 6—Influencing from a Distance