Conflict & Negotiation Management

Scheme:
Introduction to the Course / Participants
Rules of the Game
Class Discussion
Nature of Conflict By:
Nature of Negotiation Kishwar Sameen Gulzar

1 Intro to the Course
2
Rules of the Game
3
4
Rules of the Game
5
Rules of the Game
6
Rules of the Game
2 Case Discussion

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3 Nature of Conflict
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Defining Conflict
Sharp disagreement or opposition, as of interests, ideas, etc
Perceived divergence of interest or a belief that the parties current
aspirations cannot be achieved simultaneously.

The interaction of interdependent people who perceived
incompatible goals and interference from each other in achieving
those goals.

Levels of Conflict
Levels of Conflict
In terms of scope
In terms of severity

In terms of scope
Intra personal conflict
Inter personal conflict
Intra group conflict
Inter group conflict

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Levels of Conflict
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Conflict in Organizations
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Conflict in Organizations
4 Nature of Negotiation
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Conflict Resolution through Negotiation
Why Does Negotiation Occur
To agree on how to use limited resources
To create something new that neither party could do on his or her own
To resolve a problem or dispute between parties

Approaches to Negotiation
Bargaining vs. negotiation: Bargaining is a win-lose competitive situation while
negotiation is a win-win situation.
Many of the important factors that shape a negotiation result occur before the
parties negotiate.
The insight in negotiation comes from experience, media and the social
science research.

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Characteristics of a Negotiation Situation

There are two or more parties
There is a conflict of need and desire between parties
The parties negotiate by choice
When negotiation occurs we expect a give and take process
The parties prefer to negotiate than to fight
Successful negotiation involves management of tangibles and the resolution of
intangibles
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Interdependence
The types of interdependence and the structure of the situation affect the outcomes of a
negotiation
Zero sum or distributive situation: Individuals are so linked together that there is a negative
correlation between their goal attainments.
Mutual gain/non zero /integrative situation: There exists a positive correlation

Value Creation & Claiming
Value claiming occurs during competitive bargaining to attain the largest piece of the pie.
Value creation occurs in integrative negotiation to find a way for all the parties to meet their
objectives.

Implications of Combining the Two
Negotiators must be able to recognize situations that require more of one approach than other
Negotiators must be versatile in their comfort and use of both major strategic approaches
Negotiator perceptions of situations tend to be biased toward seeing problems a more distributive
than they really are.
Characteristics of a Negotiation Situation
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Dimension Difficult to resolve Easy to resolve
Issue in question Matter of principle - values, ethics Divisible issue - issue can be easily
divided into small parts
Size of stakes

Zero sum-what one wins, the other
loses
Positive sum-both believe that both
can do better than simply distributing
current outcomes
Continuity of interaction Single transaction - no past or future Long-term relationship - expected
interaction in future
Structure of the parties Disorganized-uncohesive, weak
leadership
Organized-cohesive, strong leadership

Involvement of third parties No neutral third party available Trusted, powerful, prestigious third
party available
Perceived progress of the
conflict
Unbalanced-one party feels more
harm and will want revenge and
retribution whereas stronger party
wants to maintain control
Balanced-both parties suffer equal
harm and equal gain; both may be
more willing to call it a draw
Conflict Diagnostic Model
Dual Concerns Model
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Styles of Handling Conflict
Conflict Style Situation where appropriate Situations where inappropriate
Integrating 1-Issues are complex.
2-Synthesis of ideas is needed to come up with
better solutions.
3-Commitment is needed from other parties for
successful implementation.
4-Time is available for problem solving.
5-One party alone cannot solve the problem.
6-Resources possessed by different parties are
needed to solve their common problems
1-Task or problem is simple.
2-Immediate decision is required.
3-Other parties are unconcerned about
outcome.
4-Other parties do not have problem-
solving skills.
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Conflict Style Situation where appropriate Situations where inappropriate
Obliging 1-You believe you may be wrong.
2-Issue is more important to the other party.
3-You are willing to give in exchange for
something from the other party in future.
4-You are dealing from a position of
weaknesses.
5-Preserving relationship is important.
1-Issue is important to you.
2- You believe you are right.
3- The other party is wrong or
unethical.
Styles of Handling Conflict
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Conflict Style Situation where appropriate Situations where inappropriate
Dominating 1-Issue is trivial.
2-Speedy decision is needed.
3-Unpopular course of action is
implemented.
4-Necessary to overcome assertive
subordinates.
5-Unfavorable decision by the other party
may be costly to you.
6-Subordinates lack expertise to make
technical decisions.
7-Issue is important to you.
1-Issue is complex.
2-Issue is not important to you.
3-Both parties are equally powerful.
4-Decision does not have to be made
quickly.
5-Subordinates possess high degree of
competence.
Styles of Handling Conflict
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Conflict Style Situation where appropriate Situations where inappropriate
Avoiding 1-Issue is trivial.
2-Potential dysfunctional effect of
confronting the other party outweighs
benefit of resolution.
3-Cooling off period is needed.
1-Issye is important to you.
2-It is your responsibility to make
decision.
3-Parties are unwilling to defer;
issue must be resolved.
4-Prompt attention is needed.
Styles of Handling Conflict
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Conflict Style Situation where appropriate Situations where inappropriate
Compromising 1-Goals of parties are mutually exclusive.
2-Parties are equally powerful.
3-Concensus cannot be reached.
4-Integrating or dominating style is not
successful.
5-Temperory solution to a complex problem
is needed.
1-One party is more powerful.
2-Problem is complex enough to need a
problem-solving approach.
Styles of Handling Conflict
When You Should Not Negotiate
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