Conflict and Negotiation Flashcards
Is a process that involves people disagreeing or arguing:
Conflict
A clash between individuals arising out of a difference in thought process, attitudes, understanding, interests, requirements and even sometimes perceptions.
Conflict
known as workplace conflict.
Organizational Conflict
is described as the state of disagreement or misunderstanding, resulting from the actual or perceived dissent of needs, beliefs, resources and relationship between the members of the organization.
Organizational Conflict
occurs when opinions with respect to any task or decision are in contradiction.
Organizational Conflict
Types of Conflict
Intrapersonal Conflict
Interpersonal Conflict
Intergroup Conflict
Relationship Conflict
Task Conflict
Process Conflict
Interpersonal tension among employees.
Relationship Conflict
When there is a discord, among members regarding nature of work to be performed.
Task Conflict
The difference in opinions, on how work should be completed
Proceed Conflict
FACTORS INFLUENCING ORGANIZATIONAL CONFLICT
Unclear Responsibility
Interpersonal Relationship
Scarcity of Resources
Conflict of Interest
CAUSES OF ORGANIZATIONAL CONFLICT
Managerial Expectations
Communication Disruption
Misunderstanding
Lack of
accountability
Expectations are misunderstood or
not fulfilled within the
stipulated time.
Managerial Expectations
If one employee requires certain information from another, who does not respond properly.
Communication Disruptions
If one person misinterpret
some information.
Misunderstanding
Responsibilities are not clear, and some mistake has arisen, of which no member of the team wants to take responsibility.
Lack of Accountability
OTHER CAUSES OF CONFLICT
Organizational Structure
Limited Resources
Incompatible Goals
Personality Differences
Phases of Conflict
Prelude to conflict
Triggering Event
Initiation Phase
Differentiation Phase
Resolution Phase
WAYS TO MANAGE CONFLICTS IN
ORGANIZATION
Handle the conflict positively.
Formation of official grievance procedure for all members.
Concentrate on the causes rather than their effect, to assess conflicts.
Parties to conflicts should be given an equal voice, irrespective of their position, term or political influence.
Active participation of all the parties to conflict.
The practice of managing disagreements or discord between two individuals or groups with the intention of creating a positive outcome for each party involved.
Conflict Management
Refers to techniques and ideas designed to reduce the negative effects of conflict and enhance the positive outcomes for all parties involved.
Conflict Management
CONFLICT MANAGEMENT STYLES
Accommodating
Avoiding
Compromising
Competing
Collaborating
The process of discussing each individual’s position on a topic and attempting to reach a solution that benefits both parties.
Negotiation
Is a process whereby two or more parties work toward an agreement.
negotiation
TWO BASIC TYPES OF NEGOTIATION
Distributive Negotiation
Integrative Negotiation
Operates under zero-sum conditions. Anything one party gains in the deal is lost by the other party.
There can be a winner and a loser, and parties are usually opposing each other.
Can be thought of as haggling-the back-and- forth exchange of offers.
Distributive Negotiation
The involved parties work together to find a solution that satisfies the needsand concerns of each.
Tactics seek to provide greater value to the parties collectively than could be achieved individually.
Integrative Negotiation
Both parties can walk away winners.
Integrative Negotiation
THE 5 STAGES OF THE
NEGOTIATION PROCESS
Prepare
Exchange Information
Clarify
Bargain and Problem-Solve
Conclude and Implement
THE 5 STAGES OF THE
NEGOTIATION PROCESS
Prepare
Exchange Information
Clarify
Bargain and Problem-Solve
Conclude and Implement
Research both sides of the discussion and identify any possible trade-offs.
Concessions you’re willing to put on the bargaining table.
Determine your most-desired and least-desired possible outcomes.
Understand who in your organization has the decision-making power.
Prepare
Know the relationship that you want to build or maintain with the other party.
Prepare your BATNA (“best alternative to a negotiated agreement”).
Definition of the ground rules: where, when, with whom, and under what time constraints the negotiations will take place.
Prepare
Both sides continue the discussion that they began when exchanging information by justifying and bolstering their claims.
If one side disagrees with something the other side is saying, they should discuss that disagreement in calm terms to reach a point of understanding.
Clarify
The meat of the process of negotiation, during which both sides begin a give-and-take. Each negotiating party should propose different counter-offers for the problem.
Keep your emotions in check and use strong verbal communication skills of active listening and calm feedback with appropriate body language.
The goal of this step is to emerge with a win-win outcome.
Bargain and Problem-Solved
Once an acceptable solution has been agreed upon, both sides should thank each other for the discussion, no matter the outcome of the negotiation.
Successful negotiations are all about creating and maintaining good long-term relationships.
Should outline the expectations of each party and ensure that the compromise will be implemented effectively.
Conclude and Implement
•High Assertiveness
•Low Cooperativeness
•Win-Lose situation
Comparing
•Low Assertiveness
•Low Cooperativenes:
•Neutral situation
Avoiding
•High Assertiveness
•High Cooperativeness
•Win-Win situation
Collaborating
•Low Assertiveness
• High Cooperativeness
•Lose-Win situation
Accommodating
•Medium on both
•Lose-Lose stuaron
Compromising
COMMON CHARACTERISTICS OF
NEGOTIATION
The parties involved are somehow interdependent
The parties are each looking to achieve the best possible result in the interaction for themselves w
The parties are motivated and capable of influencing one another
The parties believe they can reach an agreement
