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Conflict and Negotiation Presentation

The document discusses a group project on conflict and negotiation. It outlines the group members and topic, which is on conflict, negotiation processes, techniques for managing conflict, and factors influencing negotiation effectiveness. It then defines conflict and describes traditional, interactionist, and managed views of conflict. It also distinguishes between functional and dysfunctional conflict as well as types of interactionist conflict. The document outlines techniques for conflict resolution and stimulation and discusses the negotiation process and how personality traits and emotions can influence negotiation outcomes.

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Muhammad Faizan Haider
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184 views18 pages

Conflict and Negotiation Presentation

The document discusses a group project on conflict and negotiation. It outlines the group members and topic, which is on conflict, negotiation processes, techniques for managing conflict, and factors influencing negotiation effectiveness. It then defines conflict and describes traditional, interactionist, and managed views of conflict. It also distinguishes between functional and dysfunctional conflict as well as types of interactionist conflict. The document outlines techniques for conflict resolution and stimulation and discusses the negotiation process and how personality traits and emotions can influence negotiation outcomes.

Uploaded by

Muhammad Faizan Haider
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Group Member names:

 Muneeza
 M.Afrasiab Khan
 M.Wajahat
 M.Awias
 M.Abdullah
Topic:
Conflict And Negotiation
Contents:
What is conflict?
Transitions in conflicts Negotiation process
Conflict management Individuals difference
techniques in negotiation
effectiveness
Negotiation
Conclusion
Definition of Conflict

◦ A process that begins when one party perceives that


another party has negatively affected, or is about to
negatively affect, something that the first party cares
about.
Transitions in Conflict
The Traditional View of Conflict
The Interactionist View of Conflict
Managed Conflict View
Traditional View Of Conflict
Its belief is that any type of organizational conflict is
negative, harmful and should be avoided.
According to this, it causes difficulties.
Traditional view identifies poor communication,
disagreement, lack of trust among individuals and failure of
managers to be responsive to their employees needs are the
main causes.
The Interactionist View of Conflict
• Its belief is that minimum level of conflict is necessary and
beneficial for a group to perform effectively.
• An organization or group with no conflict is more likely to non-
responsive inflexible and static.
• It has Two Forms:
1) Functional Conflict
2) Dysfunctional Conflict
Functional Conflict
• Conflict that supports the goals of group and improves its
performance.
• It increases information and ideas
• It encourages innovative thinking
• It generates positivity in organization.
DysFunctional Conflict
• This conflict blocks organization or group from reaching its goals.
• It creates tension, stress ,anxiety.
• Reduced trust.
• Poor decision from lack of innovation and information.
Managed view of Conflict
◦ It is advanced view of conflict where it focuses on whole context of
conflict, both before and after the behavioral stage of conflict
occurs.
Types Of Interactionist conflict
Task Conflict:
• When two parties unable to move forward on a task
due to differing needs, behaviors or attitudes.
• For example, coworkers who are arguing about
which one of them should go to an out of town
conference may have a deeper conflict based on a
sense of rivalry.
Relationship Conflict:

• A conflict resulting from either personality clashes or


negative emotional interactions between two or more
people.
• For example , you may have a conflict with your cube
mate because you keep a very tidy workspace and he is
always meesy.
.
Process Conflict
• Conflict over how works get done.
• The disagreement over the procedures or methods the team or
group should use for completing its tasks.
• Low levels of this type are functional.
Process Conflict
Conflict Management Techniques:
Conflict Resolution Conflict Stimulation
Techniques: Techniques:
• Problem Sloving • Communication

• Avoidance • Bringing in Outsiders

• Superordinate Goals • Restructuring the


Organization
• Compromise
Negotiation
A process in which two or more parties exchange
goods or services and attempt to agree on the
exchange rate for them.
The Negotiation Process
Individual Differences in Negotiation
Effectiveness
Personality Traits:
• Extroverts and agreeable people are weaker at distributive
negotiation.
• Intelligence is a week indicator of effectiveness
Mood And Emotion::
• Ability to show anger helps in distributive bargaining
• Positive moods and emotions help integrative bragaining
conclusion
This is advisable to use a conflict resolution style that considered both parties.
Different conflict management styles may be used when faced with different
situations.
It helps people grow and better the quality and performance of organization.
Before opening the negotiations , be sure to have a plan for yourself as well as
a plan with whom you are negotiating.Without a plan negotiation does nothing
except damage your reputation and you are unable to live up to promise you
made.

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