CONFLICT MANAGEMENT & NEGOTIATION
Lecture – 20 & 21
Date – 02 & 06 / 01 / 25
Conflict
A process that begins when one party perceives that another party has negatively
affected, or is about to negatively affect, something that is the first party cares
about.
Traditional view of conflict
The belief that all conflicts are harmful and must be avoided.
Interactionist view of conflict
The belief that conflict is not only a positive force in a group but also an
absolute necessity for a group to perform effectively.
Functional/Dysfunctional conflict
Functional conflict is the type of conflict that supports the goals of the
group and improve its performance.
Dysfunctional conflict hinders group performance.
What differentiates functional from dysfunctional conflict?
– Task conflict
– Relationship conflict
Top 4 Causes of Conflict in the
Workplace
1. Personality Differences
2. Non-Compliance with Rules and
Policies
3. Misunderstandings
4. Competition
Iceburg
Theory
Dealing with Workplace Conflict
Define Acceptable Behavior
Hit Conflict Head-on
Understanding the WIIFM (What’s in It For Me) Factor
The Importance Factor
View Conflict as Opportunity
5 Responses to Conflict
There is no one way to resolve conflict - the best response is well matched to the
situation and may involve multiple modes over time.
1) Accommodation
Emphasis on relationship, good will, group cohesion, and the expertise and
authority of others. Resolves conflict by accommodating the needs or
perspective of others through generosity, respect, support and/or sensitivity.
2) Avoidance
Emphasis on the potential fallout of more interactive conflict modes and on
only entering conflict when the conditions are appropriate for positive
outcomes. Resolves conflict by providing time and distance for conflicting
needs and perspectives to change on their own or for the conditions needed
for successful resolution to occur or be developed.
3) Collaboration
Emphasis on identifying the best, most robust, long-term solution with the
greatest buy-in. Resolves conflict by investing the time, attention, and
resources to promote discussion and full consideration and integration of
multiple viewing points, needs, and implications.
4) Competition
Emphasis on facts, the strength and courage of convictions, and speed and
action. Resolves conflict through testing ideas and commitment, candor, and
strong advocacy for a subset of needs and perspectives that are seen as
highly compelling.
5) Compromise
Emphasis on pragmatism, reciprocity, and workable solutions (even if
temporary). Resolves conflict through flexibility, negotiation, and an
emphasis on short-term progress.
Negotiation: way to resolve conflict
A process in which two or more parties exchange goods or services and attempt to
agree on the exchange rate for them.
Think of some recent negotiations in
which you have been involved. What are
they?
Phase 3:
• buying a car, a house or an appliance Close
• negotiating a new salary package
• negotiating different roles and responsibilities at Phase 2:
work Interactio
• arranging a fair division of household chores n
Procedural
Why do we negotiate in these settings? Psycholog
There are variety of reasons depending on the Phase 1:
situation -
Preparation
there seems to be no alternative
(people may not otherwise be willing to
shift)
to reach agreement
to maintain or strengthen the relationship
to be fair; to take account of both parties' perspectives, needs and
concerns
to get the best deal possible.
Substantive
The Satisfaction Triangle
Substantive needs refer to tangible needs for money, time, goods,
resources, territory, products etc.
Procedural needs are those that relate to specific types of procedures and
behaviors, ''the way something is done".
Psychological/Relationship needs are those that refer to how people feel,
how they want to be treated and the conditions for the on-going relationship.
• Concern for all these needs provides us with a win/win framework for the
negotiation. It can be useful to think of a negotiation proceeding through three
phases.
PHASE 1: Preparation
There are four key activities in the preparation phase:
– Map
– Research
– Become clear on outcome
– Prepare environment
Why would we map the negotiation?
– to identify our needs and concerns, and
– to speculate on those of the other parties
– to assess the needs which are most important, so that these are given
priority in the negotiation.
What might be included in research?
– gathering information on facts, costs, precedents, protocol etc.
identifying currencies.
– What can we trade? (What is it easy for one person to give and
valuable for the other person to receive?)
– finding out what it is possible for the other parties to do, making it easy
for them to say ''yes'‘
– identifying the behavioral or personality style of the parties, so that we
can prepare and present a case in ways that are appropriate to the
other parties needs.
What do you think is meant by becoming clear on the outcome?
Becoming Clear on the outcome is identifying what it is we want to achieve and
defining it in such a way that there is room to negotiate. We often call this: being
clear on the outcome and flexible on the route. As an adjunct to becoming clear on
our outcome, it is wise to develop both a BATNA and a WATNA.
BATNA is the Best Alternative to a Negotiated Agreement and
WATNA is the Worst Alternative to a Negotiated Agreement.
o BATNA is the best we can hope for if negotiations don't succeed; and
o WATNA is the worst we can realistically fear. For example, when
purchasing a car, the BATNA might be to accept the best deal I can get
at a different dealer. The WATNA might be to accept a car with fewer of
the features I would like.
What could we include in preparing the environment?
choosing a place where all parties feel comfortable
arranging tables, chairs, flipcharts and refreshments appropriately.
PHASE 2: INTERACTION
There are four key activities in the interaction phase:
– Build rapport
– Educate on needs & perspectives
– Generate Options
– Select Options
Why would we want to build rapport?
to encourage trust
to understand each other's point of view
to establish the negotiation as an exercise in partnership and joint problem
solving
to help maintain an approach which is soft on the person and hard on the
issue.
What skills would be particularly useful to build rapport?
active listening
asking questions
being aware of behavioral styles using inclusive language: AND not BUT
identifying areas of agreement.
Why is educating each other on needs and perspectives important?
to confirm a win/win approach of needs first, solutions later
to establish common ground
to clarify differing perceptions of the issue, facts etc.
to expose where needs can interlock
What skills would be particularly useful in generating options?
Brainstorming
Chunking the problem into smaller parts
identifying ways of ''expanding the pie'' such as longer timeframe, more
resources etc.
using inclusive language: AND not BUT
re-framing the problem to clarify and explore details and direct attention to
the positive
What skills would be particularly useful in selecting options?
assessing how well the options meet the needs of the parties
trading by using currencies. What is it easy for one person to give and
valuable for the other person to receive?
using objective standards and criteria to establish what is fair, reasonable, or
fits within the guidelines or rules
assessing the options in comparison with a BATNA and a WATNA.
PHASE 3: CLOSE
In the closing phase, there are four key activities:
– Form Agreements
– Develop action plan
– Set timeframe
– Plan review
Making a clear agreement
We need to make clear agreements. Depending on the situation, this may
involve a spoken agreement, a show of hands, a handshake or a written
contract.
Developing an action Plan and setting timeframe
Then we need to develop an action plan and timeframe for implementing the
options. Without these, the difficulty which brought us to the negotiating
table may persist, and people may lose faith in the negotiation process.
Plan Review
Similarly, establishing a review process ensures that the implementation of
the options and the satisfaction of the parties can be monitored.
When we're opening a negotiation, what sort of things would we need to focus on
to capture the interest of the other person?
the main theme of the idea
the benefits to the other person and/or to the organization
a way to involve that person.
Important Points to Remember
• Using a win/win approach to negotiation leads to a particular set of
responses to unfair tactics. The aim is not to out-trick the other party. Rather,
the aim is to neutralize the effect of the tactics in a way which maintains the
relationship with the other person while resolving the issue.
• In broad terms, the response to an unfair tactic is always to re-direct
attention back to the issue.
