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7/31/2019 Conflicts and Negotiations (1)
1/19
Slide 1
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7/31/2019 Conflicts and Negotiations (1)
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Slide 2
Discuss the concept of conflict and outline transitions in conflict thought
Determine the process of conflict through different stages and highlight the
outcomes of conflict
List the types of conflict and identify the s ources of conflict
Discuss the strategies for managing conflict optimally in organizations
Identify the role of negotiations in resolving conflict and compare the t wo strategies
of negotiation and their effectiveness
Enumerate the strategies for stimulating conflict
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Slide 3
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Slide 4
Transitions in
conflict thought
Transitions in
conflict thought
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Slide 5
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7/31/2019 Conflicts and Negotiations (1)
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Slide 6
Conflict in organizational behaviour
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Slide 7
Types of Conflicts
Intraindividual conflict: Intrapersonal conflict is the result of tensions andfrustrations within the individual.
Interpersonal conflict: Interpersonal conflict occurs where there is opposition in two
peoples attitudes, behaviour, and actions.
Intragroup conflict: It includes the disagreements among the group members on
certain issues, thereby leading to ineffectiveness in the groups functioning.
Intergroup conflict: The conflict occurring between teams and groups is termed as
intergroup conflict.
Interorganizational conflict: Conflict occurring between two organizations is called
interorganizational conflict.
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Slide 8
Intraindividual Conflict
Conflict due to frustration
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Slide 9
Intraindividual Conflict
Goal conflict
Approach-approach conflict
Approach-avoidance conflict
Avoidance-avoidance conflict
Role conflict and ambiguity
The person and the role: Personality and expectation
Intrarole: Autocratic or Democratic
Interrole: Various role at the same time.
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Slide 10
Interactive Conflict
Interpersonal conflictPersonal differences
Information deficiency
Role incompatibility
Environmental stress
Intergroup behavior and conflictCompetition for resources
Task interdependence
Jurisdictional ambiguity
Status struggles
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Slide 11
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Slide 12
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Slide 13
CONFLICTCONFLICT--INTENSITYINTENSITY
CONTINUUMCONTINUUM
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Slide 14
POSITIVE ASPECTS OF
CONFLICTSRelease of Tension
Creativity
Stimulation of Change
Identification of Weaknesses
Group Cohesiveness
Challenge Conflict tests the abilities and capacit ies of individuals and groups. It creates challenges forthem for which they have to be dynamic and creative. If they are able to overcome the challenge, they feel satisfied and
their zeal to work harder is increased.
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Slide 15
NEGATIVE ASPECTS OF
CONFLICTSResignation of Personnel
Tensions
Discontentment: Conflict is likely to be a source of dissatisfactionto the losing party which will wait for an opportunity to settle the score
with the winning party. As a result, their productivity will suffer
Creation of Distrust
Goal Displacement
Weakening of Organisation
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Slide 16
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$$$$ Problem solving: Face-to-face meeting of the conflicting parties for the
purpose of identifying the problem and resolving it through open discussion. Superordinate goals: Creating a shared goal that cannot be attained
without the cooperation of each of the conflicting parties.
Expansion of resources: When a conflict is caused by the scarcity of aresourcesay, money, promotion opportunities, office spaceexpansion ofthe resource can create a win-win solution.
Avoidance: Withdrawal from, or suppression of, the conflict. Smoothing: Playing down differences while emphasizing common interests
between the conflicting parties. Compromise: Each party to the conflict gives up something of value.
Authoritative command: Management uses its formal authority to resolvethe conflict and then communicates its desires to the parties involved.
Altering the human variable: Using behavioral change techniques such ashuman relations training to alter attitudes and behaviors that cause conflict.
Altering the structural variables: Changing the formal organizationstructure and the interaction patterns of conflicting parties through jobredesign, transfers, creation of coordinating positions, and the like.
Problem solving: Face-to-face meeting of the conflicting parties for thepurpose of identifying the problem and resolving it through open discussion.
Superordinate goals: Creating a shared goal that cannot be attainedwithout the cooperation of each of the conflicting parties.
Expansion of resources: When a conflict is caused by the scarcity of aresourcesay, money, promotion opportunities, office spaceexpansion ofthe resource can create a win-win solution.
Avoidance: Withdrawal from, or suppression of, the conflict. Smoothing: Playing down differences while emphasizing common interests
between the conflicting parties. Compromise: Each party to the conflict gives up something of value.
Authoritative command: Management uses its formal authority to resolvethe conflict and then communicates its desires to the parties involved.
Altering the human variable: Using behavioral change techniques such ashuman relations training to alter attitudes and behaviors that cause conflict.
Altering the structural variables: Changing the formal organizationstructure and the interaction patterns of conflicting parties through jobredesign, transfers, creation of coordinating positions, and the like.
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Slide 17
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Slide 18
Negotiation Skills: Going Beyond
Conflict Management Negotiation: Negotiation is a process by which two or
more parties, each with its own goals andperspectives, coordinate areas of interest throughconcession and compromise to reach an agreement andtake joint decisions about areas of common concern in asituation in which neither side has nor wants to usecomplete power.
Traditional negotiation approachesDistributive bargaining: Zero sum game; fixed Pie and
how to get biggest pie.
Positional bargaining: Successively taking and thengiving up a sequence of position.
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Slide 19
Negotiation Skills: Going Beyond
Conflict Management Contemporary negotiation skills
Use of skills Establishing superordinate goals
Separating the people from the problem
Focusing on interests, not on positions
Inventing options for mutual gain
Using objective criteria
Based on degree of risk Low-risk negotiation techniques: Flattery, easy point first,
Silence, have pity on me
High-risk negotiation techniques: Unexpected temper losses,take it or leave i t, favourable offer at the deadline.
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