Conflict Management AND Negotiation Skills: Presented by

CONFLICT MANAGEMENT
AND
NEGOTIATION SKILLS
PRESENTED BY
M. K. RAVI
INTRODUCTION
Conflict generally starts off as a

personality clash between two
persons.
Conflict may be defined as a process that begins
when one party perceives that another has
negatively affected, or is about to negatively
affect, something that the first party cares about.
FEW TERMS RELATED TO CONFLICT
 INCOMPATIBILITY
 PERCEPTION
 BLOCKING
 LATENT or OVERT
 VERBAL or NON-VERBAL
 ACTIVE or PASSIVE
Differences Between Conflict / Competition /
Co-Operation / Collaboration
Conflict arises because

 Incompatibility of goals.
 Opposing Behaviours.
 Few or no rules.
Differences Between Conflict /
Competition / Co-Operation /
Collaboration
Competition
Compatibility of goals
Opposing behaviours
Rules have been planned
Parties usually join the contest
Functions of Competition
 Collaborations
 Positive (Functional) Vs Negative
(Dysfunctional) Consequences
 Major Stimulate for Change
 Group Think is Avoided
 Conflict fosters Creativity and
Innovation
 Cohesion and Satisfaction
 Conflict Creates Stress in people
Conflict
Conflict
Individual
Individual Group
Group Organizational
Organizational
Intra
IntraGroup
Group Inter
InterGroup
Group
Intra
Intra Inter
Inter
Individual
Individual Individual
Individual
Intra
Intra
Goal
Goal Organizational
Organizational
Inter
Inter
Role
Role Organizational
Organizational
Types of Conflicts
 Individual Conflict
Individual conflict is when individuals work
independently against an external standard.
 Group Conflict
Group conflict is when individuals work
independently against an external standard.
 Organisational Conflict
Organisational Conflict is when individuals
work independently against an external
standard.
Types of Conflicts
Individual Conflict
 Intra Individual conflict exists when the
members of a group contest against each
other for a reward.
 Inter Individual conflict exists when one

group is competing against another group for
the rewards.
Types of Conflicts
Intra Individual Conflict
•Goal Conflict
• Approach-Approach conflict
• Approach-Avoidance conflict
• Avoidance-Avoidance conflict
•Role Conflict
• Person-Role conflict
• Inter-Role conflict
• Inter-Sender Role conflict
Types of Conflicts
Inter Individual Conflict
INTERPERSONAL CONFLICT REASONS
• Personality Differences
• Perceptions
• Clashes of Values and Interests
• Power and Status Differences
• Scarce Resources
Types of Conflicts
Group Conflict
 Intra group competition exists when the
members of a group contest against each
other for a reward.
 Inter group competition exists when one

group is competing against another group for
the rewards.
Types of Conflicts
Group Conflict Reasons
• Incompatible Goals
• Task Interdependence
• Competitive Incentive and Reward systems
• Resource Allocation
• Line and Staff conflicts
• Differences in Values or Perceptions
• Heterogeneity of Members
• Communication Distortions
• Participative Decision-making
• Low Formalisation
Types of Conflicts
Organisational Conflict
 Intra Organisational conflict exists
when the members of a group contest
against each other for a reward.
 Inter Organisational conflict exists
when one group is competing against
another group for the rewards.
Types of Conflicts
Intra Organisational Conflict
• Management-Government
• Inter-Management Disputes
• Inter-Union
• Union-Government
• Union-Management
Types of Conflicts
Inter Organisational Conflict
• The Line Viewpoint
• The Staff Viewpoint
Conflict Outcomes
 WITHIN EACH COMPETING GROUP

 BETWEEN COMPETING GROUPS
 ON THE WINNING GROUP
 ON THE LOSING GROUP
Conflict Management
 Constructive Conflict
 Destructive Conflict
Conflict Stimulation Techniques
 Communication
 Bringing in Outsiders
 Restructure the Organisation
 Encouraging Competition
Functions of Conflict
 The Process of Conflict

 Studies of conflict
 Prisoner’s Dilemma Game (PDG)
 Tracking game
 The Robbers CAVE Experiment
Conflict Resolution Styles
Competition (Dominance)
Avoiding (Withdraw)
Accommodating (Smoothing)
Compromising (Lose-Lose)
Problem Solving/ Confrontation/
Collaboration/ (Win-Win)
Conflict Management Strategies
Physical Separation  Reduce
Withdrawal Interdependence
Dominance  Procedural and
Appeals Structural Changes
procedures  Super ordinate
Compromise Goals
Liaison groups/  Identifying a
Intermediaries/ common enemy
Integrators  Integrated problem
Member Rotation solving
Contingency Approach to Conflict Management
The Basics of Successful Negotiation

 Negotiation
 Concept of Bargaining
 The Nature of the Issues at Stake
 The Relationship between the Parties
 The Types of Parties Involved
 The Time Available for Negotiation
 The Balance of Power
Before Negotiation Judge your Opponent
 The Analytical Type

 The Aesthetic Type
 The Intuitive Type
 How Your Opponent Makes Decisions
 The Strong (Not-So-Silent) Type
 Negotiating with a Strong Type
 The Fence-Straddling Type
 Negotiating With a Fence-Straddling Type
 The Weak Type
 Negotiating with a Weak Type
Appealing to Your Opponent’s Emotions
Ways to Make Your Opponent Emotional
 Wealth
 Recognition
 Self-preservation
 Using Goodwill
Managing the Negotiation Process
Six distinct stages or phases
 Preparation
 Developing a strategy
 Getting started
 Building understanding
 Bargaining
 Closing
 HANDLING ANGER IN NEGOTIATION
 Take a deep breath
 Suggest a five-minute break
 Personal remarks are not appropriate
 FEAR IN NEGOTIATION
 The Top Three Negotiating Fears
 Fear of loss
 Fear of the unknown
 Fear of failure
 Five Things you Should Never Mention When you Negotiate
 Appearance, personal hygiene, or clothing.
 Race, gender, ethnic background or religion.
 Profession, company, or business.
 Competence or experience.
 Age.
 HANDLING ANGER IN NEGOTIATION
 Take a deep breath
 Suggest a five-minute break
 Personal remarks are not appropriate
 FEAR IN NEGOTIATION
 The Top Three Negotiating Fears
 Fear of loss
 Fear of the unknown
 Fear of failure
 Five Things you Should Never Mention When you Negotiate
 Appearance, personal hygiene, or clothing.
 Race, gender, ethnic background or religion.
 Profession, company, or business.
 Competence or experience.
 Age.
 Five Things you Should Never Do When you
Negotiate
 Exasperated eye-rolling.
 Disdainful sneering a la Elvis.
 Finger-pointing or fist-shaking.
 Book, paper or furniture throwing.
 Any gesture your opponent can construe as physically
threatening.
Three Things you Should Always Do When you

Negotiate
 Stay low-key: Moderate your tone of voice and your attitude.

 Be frank:
 Use the magic words “fair and reasonable”
THANK YOU

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CONFLICT MANAGEMENT

Conflict generally starts off as a

Conflict arises because

 Inter Individual conflict exists when one

 Inter group competition exists when one

 WITHIN EACH COMPETING GROUP

 The Process of Conflict

The Basics of Successful Negotiation

 The Analytical Type

Ways to Make Your Opponent Emotional

Three Things you Should Always Do When you

 Stay low-key: Moderate your tone of voice and your attitude.

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