CONFLICT MANAGEMENT

What is Conflict?
It is a process that begins when we perceive that the other person has negatively affected, or is about to negatively affect something that we want to achieve
It is that point in an ongoing activity when an interaction crosses over to become an impediment in either of the individuals achieving their objective/s
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Organizational Conflict
The discord that arises when goals, interests or values of different individuals or groups are not in sink leading to people blocking or thwarting each others efforts to achieve their objectives.

Transitions in the thought process of Conflict

Traditional View of Conflict

The belief that all conflict is harmful and must be avoided.

Causes: Poor communication Lack of openness

Failure to respond to each others needs

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Transitions in the thought process of Conflict

Human Relations View of Conflict The belief that conflict is a natural and an inevitable outcome in any group

Interactionist View of Conflict The belief that conflict is not only a positive force in a group but one that is absolutely necessary for a group to perform effectively
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Functional v/s Dysfunctional Conflict

Functional Conflict

Conflict that supports the goals of the group and improves its performance.

Dysfunctional Conflict

Conflict that hinders group performance.

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Types of Conflict

Task Conflict Conflicts over work content, areas needing action and intended outcomes/goals related to work

Relationship Conflict Conflict based on interpersonal relationships

Process Conflict Conflict over how work gets done
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Levels of Conflict

Sources of Conflict

Stage I: Potential Opposition or Incompatibility

Communication Misunderstandings and noise Personal Variables Differing individual value systems Personality types
{Cont}
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Stage I: Potential Opposition or Incompatibility

Structure
Size and specialization of jobs Decision making clarity/ambiguity Member/goal incompatibility Leadership styles (autocratic or participative) Dependence/interdependence of groups

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Stage II Cognition & Personalization

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 creating anxiety, tenseness, frustration, or hostility.

Conflict Definition

Negative Emotions

Positive Feelings

Stage III Intentions

Intentions Decisions to act in a given way. Cooperativeness: Attempting to satisfy the other partys concerns. Assertiveness: Attempting to satisfy ones concerns without obstructing others concerns.

Conflict Intensity Continuum

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SIX THINGS TO KEEP IN MIND WHEN IN A CRUCIAL CONVERSATION

Start with yourself reflect

Share your facts

Tell your story

Ask for their story (and be open to hearing it!) Encourage dialogue by enacting mutual purpose Talk, Talk, Talk

DIMENSIONS OF CONFLICT HANDLING SITUATIONS

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USE.COMPETITION

When quick, decisive action is emergencies); on important issues.

vital

(in

Where unpopular actions need implementing (in cost cutting, enforcing unpopular rules, discipline). On issues vital to the organizations welfare. When you know youre right. Against people who noncompetitive behavior. take advantage of

USE ..COLLABORATION

To find an integrative solution when both sets of concerns are too important to be compromised. When your objective is to learn. To merge insights from people with different perspectives. To gain commitment by incorporating concerns into a consensus. To work through feelings that have interfered with a relationship.

USE.AVOIDANCE

When an issue is trivial, or more important issues are pressing. When you perceive no chance of satisfying your concerns. When potential disruption outweighs the benefits of resolution. {Cont}

USE.AVOIDANCE

To let people cool down and regain perspective. When gathering immediate decision. information supersedes

When others can resolve the conflict effectively. When issues seem tangential or symptomatic of other issues.
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USE.ACCOMMODATION

When you find youre wrong and to allow a better position to be heard. To learn, and to show your reasonableness. When issues are more important to others than to yourself and to satisfy others and maintain cooperation. {Cont}

USE.ACCOMMODATION

To build social credits for later issues. To minimize loss when outmatched and losing. When harmony and stability are especially important. To allow employees to develop by learning from mistakes.
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USECOMPROMISE
When goals are important but not worth the effort of potential disruption of more assertive approaches. When opponents with equal power are committed to mutually exclusive goals. To achieve temporary settlements to complex issues. To arrive at expedient solutions under time pressure. As a backup when collaboration or competition is unsuccessful.

SKILLS FOR CONFLICT RESOLUTION

ABILITY TO INITIATE A DIALOGUE CONSTRUCTIVE CONFRONTATION OR

Openness rather than defensive or offensiveness Accepting the legitimate interests or concerns of the opposite party

SKILLS FOR CONFLICT RESOLUTION

LISTENING TO

The others point of view with empathy

Understanding hidden feelings and concerns Responding with empathy, even when disagreeing with others point of view

SKILLS FOR CONFLICT RESOLUTION

PROBLEM SOLVING

Clarifying the problem Generating a number of feasible solutions Deciding together on the best solution Planning implementation of the solution Evaluation of the solution after a period of time

NEGOTIATION SKILLS
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WHAT IS NEGOTIATION?
The process of making joint decisions when the parties involved have different preferences

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BARGAINING STRATEGIES

Distributive Bargaining Negotiation that seeks to divide up a fixed amount of resources; a win-lose situation

Integrative Bargaining Negotiation that seeks one or more settlements that can create a win-win solution
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DISTRIBUTIVE VERSUS INTEGRATIVE BARGAINING

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STAKING OUT THE BARGAINING ZONE

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SKILLS FOR EFFECTIVE NEGOTIATIONS

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IDENTIFYING POSSIBLE OUTCOMES

Write down all your objectives

Put them in order of priority Identify issues that are open to compromise

Identify those that are not

CLASSIFYING PRIORITIES

Those that are desirable

Those that are acceptable Those that are the minimum you/the organisation require

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INFLUENCING SKILLS
Why do we need influencing skills? Achieving a result that meets the legitimate needs of both sides Achieving long lasting results Improving the relationship of the people involved
Legitimate is the important word here. Needs must be legitimate if influencing is to be successful. For influencing to be effective it has to be sustainable.

WHEN DOES INFLUENCING FAIL?

The MIGHT IS RIGHT style of influencing always fails People can appear to agree but over time they may show their disagreement by leaving the workplace A boss who forces his influence onto his workteam may only see short term gains The relationship of trust may be destroyed and will be hard to rebuild

INFLUENCING SKILLS
Influencing is not about Forcing your point of view on others Nagging until they agree Giving in to someone Bargaining A debate It is about Dealing with others assertively Speaking with knowledge and confidence Listening to their point of view Appreciating the differences Showing respect

ASSERTIVENESS
Assertiveness is Saying what you mean Meaning what you say Asking for what you want clearly Listening to what the other person is saying Being honest about what is relevant Being prepared to look for a workable compromise Being Assertive during a negotiation is the best way to achieve a win/win outcome. Conduct your conversation with clarity, confidence and an open mind.

WHAT IS ASSERTIVENESS?
Assertiveness is a style of communication that greatly enhances our effectiveness with others and produces the most positive outcomes.

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NEGOTIATION PROCESS

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The Negotiation Process

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PREPARATION
Know what your interests are and why you value them What is the issue at hand What are the needs vs. wants Know the strengths and weaknesses of your opposition and self Self awareness, Personality characteristics, Emotional intelligence

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PREPARATION
See things from the other sides point of view- why they are negotiating? Research the interest of the other side What are their needs (security, autonomy, recognition) Be aware of the unpleasant consequences for both sides if your idea/proposal is notaccepted If you succeed who else might be affected, harmed, advanced?

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UNDERSTANDING THE OTHER PARTYS INTERESTS

Consider your Opponent Focus on Common Interests Why would they say no? Advance your own Objectives while Advancing theirs
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GATHERING INFORMATION FOR NEGOTIATION

In any serious negotiation, information is crucial Whoever has the most relevant information is in the better position. Gather information before the negotiations start. Then gather information during the negotiations Gather the right information, and you'll be in the strongest position.

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TYPES OF INFORMATION IN A NEGOTIATION

Information you have that you are willing to give to the other side Information you have that you are unwilling to give to the other side Information the other side has that they are willing to give you Information the other side has that they are unwilling to give you
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CRUCIAL INFORMATION

Deadlines Motivations Price Personal information Competition

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Leverage is something that the other guy wants. or better, needs. or best of all, simply cannot do without --Donald Trump

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SETTING OBJECTIVES FOR THE NEGOTIATION

Objectives provide negotiation.

focus

and

direction

to

Knowing what you want to accomplish by the end of the negotiation will allow you to plan your approach, think through what information you will need and how to state your case. Establishing a range of objectives will give you flexibility as you begin your negotiation and usually provides leeway for a successful negotiation.
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SETTING OBJECTIVES FOR THE NEGOTIATION

Objectives can be categorized into three different possible outcomes.

Your minimum acceptable outcome is what you must achieve. Your anticipated outcome is what you expect youll achieve. Your ideal outcome is what youd like to achieve.

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THE BEST ALTERNATIVE TO A NEGOTIATED AGREEMENT (BATNA)

A well thought out BATNA gives you more power (leverage) Decide on: What you can comfortably walk away? Bluffing? Dont allow desperation to be detected in your non verbal

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DURING THE NEGOTIATION

Bring the list of your main points and a set of questions Try not to interrupt; the more they reveal, the more youll learn Re-state as impartially as you can as I hear it Stay open to new information
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Take notes

DURING THE NEGOTIATION

Focus on interests. Not people, not gains

Use objective criteria to make decisions and be sure the other party does as well Do not make any personal attacks

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DURING THE NEGOTIATION

Listen actively and reflectively Listen also for what is not said Learn from what the other side says Stay open to new information Synthesize the information you hear and use it in your own argument
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DURING THE NEGOTIATION

Be prepared to walk away if an agreement is not reached. Write a note or memo if contract or agreement is required. (e.g., If I dont hearby x, will assume that it stands)

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THE SIX STEP PROCESS

State the problem/issue. Identify real needs (interests)on both sides.

Restate the problem/issue(I think the real issue is).

Present possible solutions. Decide on the best solution. Reach consensus.
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CLOSING A NEGOTIATION

Closing the negotiation certainly doesn't start at the end of the negotiation process. It is actually integrated throughout the entire process. In the beginning you lay your foundations to ensure a positive outcome. {Cont}
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CLOSING A NEGOTIATION

Throughout the process, you assess yourself and the other party periodically to see where you both stand and how close you are to reaching agreement
And at the end of the process you want to ensure you've reached and finalized that positive outcome you'd both been aiming for.

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A WIN WIN NEGOTIATION

The true meaning of a win-win settlement is a negotiated agreement where the agreement reached cannot be improved further by any discussions So your outcome cannot be improved for your benefit, and similarly, the agreement for the other party cannot be improved further for their benefit either By definition, there is no value left on the table and all creative options have been thoroughly explored and exploited.

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The test of a first-rate intelligence is the ability to hold two opposed ideas in mind at the same time and still retain the ability to function. ---F. Scott Fitzgerald
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CHARACTERISTICS OF SUCCESSFUL NEGOTIATORS

Should be a good learner and observer Should know the body language of the people at the negotiation process Should be open and flexible and yet firm Exercise great patience, coolness and maturity Should possess leadership qualities
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CHARACTERISTICS OF SUCCESSFUL NEGOTIATORS

Should radiate energy and enthusiasm and must be in a position to empathize with his opponents Should build trust and confidence Should have clear cut goals and objectives. If necessary, he should provide a face saving formula for his counter party.
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CHARACTERISTICS OF SUCCESSFUL NEGOTIATORS

Should control emotions and not show his weaknesses Should be able to grasp the situation from many dimensions Should be a patient listener Should know how to create the momentum for the negotiations and must know when to exit and where to exit by closing the talks successfully
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NEGOTIATION PRINCIPLES
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PRINCIPLES OF NEGOTIATION

The greatest failure in negotiation is failing to negotiate The most important person to know in a negotiation is yourself Everyone has power in a negotiation Single-issue bargaining leaves both parties unsatisfied Urgency drives decisions
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PRINCIPLES OF NEGOTIATION

Agreement is the end; trading off is the means Even in a collaborative environment, best results are obtained by keeping the other party on a "need to know" basis. The value of something is always in the eye of the beholder. Success in negotiation is directly related to the amount and kind of preparation preceding the negotiation.

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PRINCIPLES OF NEGOTIATION

The ability to walk away or select another alternative to a negotiated agreement puts a negotiator in a very strong position.

Even when two sides are far apart on major issues, there are always things they can agree upon. Meaningful negotiation involves conflicts. The person who has a strong need to be liked, or who tends to avoid conflict, is likely to be at a disadvantage
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PRINCIPLED NEGOTIATIONS LEAD TO

Mutual trust A positive relationship Achievement of Shared interests (goals or objectives) Satisfactory zone of possible agreement
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BARRIERS TO NEGOTIATION
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SELF PERCEPTION

It is more important to be liked than anything else Tend to feel more empowered to negotiate for colleagues than for self (extension of protecting children) More likely to experience work opposition as harmful to friendship Too rule-oriented

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POWER TALK AND POWER ACTIONS

Disqualify assertive statements This needs to be doneis that OK? Automatically apologize when noting anothers distress= admission of responsibility Invite disagreement - You may not like this, but.

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NEGOTIATION PITFALLS

Myth of the fixed pie. Assumes that in order for you to gain, the other person must give something up. Non-rational escalation of conflict Becoming committed to previously stated demands and allowing ego to get in the way Overconfidence Ignoring the other partys needs. Too much telling and too little hearing When committing the telling problem, parties to a negotiation dont really make themselves understood to each other. When committing the hearing problem, they fail to listen sufficiently well to understand what each is 72 saying.

REMEMBER

Dont dwell on people or gains. Stick to the interests at hand. Dont close doors. Be fair. You may wish to enter into negotiations again. The end result should be acceptable to both parties. Your BATNA establishes the reality of how important the agreement is to you and what you are willing to accept.
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REMEMBER

If you dont ask, dont expect Negotiations with high expectations do better The pie is almost never fixed. Dont be afraid to offend: its only business. Most negotiations are as much about emotion as they are money.
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REMEMBER

Pay attention to both levels of process: Discussion of the issue about which decision must be made Development of a relationship that leads often to win/win solution Dont give too much credit to the other side You are an asset and present from strength
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NEGOTIATION CHECKLIST
Good Practice
Actively

Avoid
Interrupting Attacking Blaming Talking

listen

Question for clarification

Summarising
Test commitment Seeking & giving information Encourage two way conversation State and plan your proposal then summarise

too much

Sarcasm Threats Taking Closed

it personally

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Use the if you .then well principle

body language

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