INDUSTRIAL PSYCHOLOGY AND

ETHICS

PRESENTED TO:
Dr Hamayoun Mahmood
PRESENTED BY:
Akbar Ali Khan 2021-CH-240
Talal Habib 2021-CH-226
CONFLICT AND NEGOTIATION
 CONFLICT
In general terms conflict is a perception
Definition:
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.
Conflict

Personal Life Professional Life

 TYPES OF CONFLICTS
 Based on effects

Functional Conflict Dysfunctional Conflict

 Conflict that supports the goals  Conflict that hinders group
of the group and improves its performance
performance.  Destructive form of conflict
 constructive form of conflict
 TYPES OF CONFLICTS
Type of disagreement, or what the conflict is about. Is it a
disagreement about goals?? Is it about people who just do not get
along well with one another?? Or is it about the best way to get
things done??
Task conflict: conflict over content and goals of the work.
Relationship conflict: Conflict based on interpersonal
relationships.
Process conflict :Conflict over how work gets done.
Conflict and unit performance
 Loci of conflict
Dyadic conflict: Conflict that occurs between two people.

Intragroup conflict: Conflict that occurs within a group or team.

Intergroup conflict: Conflict between different groups or teams .

The Conflict Process
Stage 1 Potential Opposition or Incompatibility
The first stage of conflict is the appearance of conditions—causes or sources—
that create opportunities for it to arise.
We group the conditions into three general categories: communication,
structure, and personal variables
Communication: Communication is functional up to a point, after which it is
possible to overcommunicate, increasing the potential for conflict.
 Structure: The term structure in this context includes variables such as the
size of the group, degree of specialization in tasks assigned to group members,
role clarity, member–goal compatibility, leadership styles, reward systems,
and degree of dependence between groups or group members.
Personal Variables: voice, facial expressions, or word choice—may have
annoyed you. Sometimes our impressions are negative. When you have to
work with people you don’t like, the potential for conflict arises
Stage 2: Cognition and Personalization
Stage II is important because it’s where conflict issues tend to be
defined, where the parties decide what the conflict is about
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 that creates
anxiety, tenseness, frustration, or hostility.
 Stage 3: Intentions
Intentions intervene between people’s perceptions and emotions, and
their overt behavior. They are decisions to act in a particular way.
Competing: When one person seeks to satisfy his or her own interests
regardless of the impact on the other parties in the conflict, that person
is competing
Collaborating: A situation in which the parties in a conflict each
desires 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
negotiation partner’s interests above their own.
 Compromising: A situation in which each party to a conflict is willing
to give up something to resolve the conflict
Stage 4: Behavior
Stage IV is a dynamic process of interaction
• The behavior stage includes statements, actions, and reactions made by
conflicting parties,
 Stage 5: Outcomes
The action–reaction interplay between conflicting parties creates
consequences.
Functional Outcomes: Conflict is constructive when it improves the
quality of decisions, stimulates creativity and innovation, encourages
interest and curiosity among group members, provides the medium for
problems to be aired and tensions released, and fosters self-evaluation
and change
Dysfunctional Outcomes: The destructive consequences of conflict
on the performance of a group or an organization. Among the
undesirable consequences are poor communication, reductions in
group cohesiveness, and subordination of group goals to the primacy
of infighting among members
Conflict Management Techniques
 NEGOTIATION
The process in which two or more parties decide how to allocate scarce resources like
negotiating over the price of cars.

Every negotiation has impact

Like what they feel about themselves

The impact on relationship between negotiators

The work negotiation and bargaining can be used interchangeably.

TYPES OF BARGAINING STRATEGIES

Distributive Bargaining:

Negotiation that seeks to divide up a fixed amount of resources, a win-lose

situation Like Selling of car.
Every dollar you can get the seller to cut from the car’s price is a dollar you
save, and every dollar the seller can get from you comes at your expense.
In this case, it is a win-lose situation.
TYPES OF BARGAINING STRATEGIES

Integrative Bargaining

Integrative Bargaining assumes that one or more of the possible statements can
create a win-lose like Boutique Shop.
It is first Integrative Bargaining.
Need and interest for both parties

Then it is covered to Distributive Bargaining.

Interest and attempt to maximize the goals
COMPARISON
Team Negotiate better than
individuals??
 NEGOTIATION PROCESS
Preparation and Planning
• BATNA: The Best alternative to a negotiated
agreement, the least a party in a negotiation
should accept.

Definition of ground rules

Clarification and Justification

Bargaining and Problem Solving

Closure and Implementation

Individual Differences in Negotiation Effectiveness
Personality Traits in Negotiation
Moods and Emotions in Negotiation
Culture
Gender Differences
 Negotiating in a Social Context
• Reputation:

Your Reputation is the way other people think and talk about you. When it comes
to negotiation, having a reputation for being trustworthy matters. The most
effective way to build trust is to behave in an honest way across repeated
interactions. Then others will feel more comfortable making open-ended offers
with many different outcomes. This helps to achieve win-win outcomes because
both parties can work to achieve what is most important to themselves while still
benefitting the other party.
 Negotiating in a Social Context
• Relationship:

In this case individuals go beyond valuing what is simply good for

themselves and instead start to think about what is best for the other
party and the relationship as a whole. Repeated negotiations built on a
foundation of trust also broaden the range of options because a favor or
concession today can be offered in return for some repayment further
down the road.
 Third Party Negotiations
• 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 negotiator and the negotiation partner.
THANK YOU!!!