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Similar to Lec Conflict, Cooperation and Negotiation.ppt
Lec Conflict, Cooperation and Negotiation.ppt
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- 3. What is Conflict? •Disagreements/ Discord • Feelings of adversity • Frictions • Emotional antagonism
- 4. The Conflict Process Perceived Conflict Antecedent Conditions FeltConflict Manifest Conflict Conflict – handling Intentions Increased Performance Decreased Performance Stage I Potential Opposition & Incompatibility Stage V Outcomes Stage II Cognition & Personalization Stage III Intentions Stage IV Behavior
- 5. Stage I Potential Opposition/Incompatibility •Communication: • Semantic difficulties, misunderstandings etc • Structure: • Size and specialization of jobs • Role clarity/ambiguity • Leadership styles (close or participative) • Reward systems • Dependence/interdependence of groups • Personal Variables: • Differing individual value systems • Personality types
- 6. Stage II Cognition &Personalization • Perceived Conflict: Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise. • Felt Conflict: Emotional involvement in a conflict creating anxiety, tension, frustration, or hostility.
- 7. Stage III ConflictHandling Intentions High Low High Low Concern for Others (Cooperativeness) Concern for Self (Assertiveness) Collaborating (Problem Solver) Competitive (Tough Battler) Avoiding (Impersonal Complier) Accommodating (Friendly Helper) Compromising (Maneuvering Conciliator)
- 8. Specific Intentions • Competing •A desire to satisfy one’s interests, regardless of the impact on the other parties. • Collaborating • A situation where the parties to a conflict each desire to satisfy fully the concerns of all parties • Avoiding • The desire to withdraw from or suppress a conflict. • Accommodating • The willingness of one party in a conflict to place the opponent’s interests above his or her own • Compromising • A situation in which each party to a conflict is willing to give up something
- 9. Stage IV: Behavior •Conflict Intensity Outcome: Annihilatory conflict No conflict Overt efforts to destroy the other party Aggressive physical attacks Threats and ultimatums Assertive verbal attacks Overt questioning or challenging of others Minor disagreements or misunderstandings
- 10. Individual Level conflict Group Level Conflict Organisational LevelConflict Intra- Individual Conflict Inter- Individual Conflict Intra-Group conflict Inter- Group Conflict Intra- Organ. Conflict Inter- Organ. Conflict
- 11. Types • Approach- Approach •Approach – Avoidance • Avoidance - Avoidance
- 12. Organisational Change Personality Clashes DifferentSets of Values Threats to Status Contrasting Perceptions Lack of Trust Interdepartmental Wrangles Job Related Issues OtherAgendas
- 13. Conflict Management • ConflictManagement The use of resolution and stimulation techniques to achieve the desired level of conflict.
- 14. Conflict Resolution techniques •Problem Solving • Superordinate goals • Expansion of Resources • Authoritative Command • Altering the Human Variable • Altering the Structural Variable
- 15. Conflict Stimulation Techniques •Communication • Bringing in Outsiders • Restructuring the Organization • Appointing a devil’s advocate
- 16. Outcomes of Conflict •Conflicts can result in two types of outcomes • Functional: Supports the goals of the group and improves its performance • Dysfunctional: Hinders group performance
- 17. Prentice Hall, 200117 Unit Performance High Low Level of Conflict High A B C Situation A B C Conflict Level Conflict Type Internal Characteristics Outcomes Low or none Optimal High Dysfunctional Functional Dysfunctional Apathetic, stagnant Viable, innovative Disruptive, chaotic Low High Low Conflict & Performance
- 18. Negotiation “A process inwhich two or more parties attempt to reach acceptable agreement in a situation characterized by some level of disagreement.” “A give-and-take decision-making process involving interdependent parties with different preferences.”
- 19. Distributive Bargaining • Classicalview that negotiations are a form of a zero-sum game • to whatever extent one party wins something, the other party loses • the process of “distributing” scarce resources • Deal Focused • Win – Lose Negotiation
- 20. Integrative Bargaining • Apositive-sum approach • Situations where each party gains without a corresponding loss for the other party • Does not mean that everyone gets everything they wanted • An agreement has been achieved which leaves all parties better off than they were prior to the agreement • Relationship focused • Win- win Negotiation
- 21. RADPAC Model ofNegotiation R - Rapport A - Analysis D - Debate P - Propose A - Agreement C - Close
- 22. BARGAINING • Bargaining isabout focusing on who is right. It is competitive and win-lose. Negotiation is about focusing on what is right. It is cooperative and win- win.
- 23. The Negotiation Process Preparation& Planning Defining Rules Clarification & Justification Bargaining & Problem Solving Closure & Implementation
- 24. Third-Party Negotiations • Mediator Aneutral 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.
- 25. Third-Party Negotiations (cont’d) •Conciliator A trusted third party who provides an informal communication link between the negotiator and the opponent. • Consultant An impartial third party, skilled in conflict management, who attempts to facilitate creative problem solving through communication and analysis.