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3 Conflict&negotiation

The document discusses the nature of conflict and negotiation, defining conflict as a process that arises when one party perceives a threat from another. It outlines various sources and levels of conflict, stages of the conflict process, and approaches to conflict resolution, emphasizing the importance of communication and understanding in managing conflicts. Additionally, it covers negotiation strategies, the negotiation process, and the influence of individual differences on negotiations.

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9 views32 pages

3 Conflict&negotiation

The document discusses the nature of conflict and negotiation, defining conflict as a process that arises when one party perceives a threat from another. It outlines various sources and levels of conflict, stages of the conflict process, and approaches to conflict resolution, emphasizing the importance of communication and understanding in managing conflicts. Additionally, it covers negotiation strategies, the negotiation process, and the influence of individual differences on negotiations.

Uploaded by

singh.prabhat11989
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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CONFLICT AND NEGOTIATION

CONFLICT

A PROCESS, THAT BEGINS WHEN ONE PARTY PERCEIVES ANOTHER PARTY HAS

OR IS ABOUT TO NEGATIVELY AFFECT SOMETHING THE FIRST PARTY CARES ABOUT.


INDIA SHOULD HAVE TAKEN MORE AGGRESSIVE STANCE ON GALWAN?
CHINESE VIEW POINT
INDIA SHOULD SUPPORT UKRAINE OR RUSSIA ?
UKRAINE & RUSSIA
CONFLICT OVER CONFLICT

• TRADITIONAL VIEW- DYSFUNCTIONAL SYSTEM

• INTERACTIVE VIEW- NECESSARY TO BE EFFECTIVE


TRADITIONAL VIEW

- ATTITUDES IN 30s & 40s

DYSFUNCTIONAL STATE-

- POOR COMMUNICATION

-LACK OF OPENNESS AND TRUST

-FAILURE OF MANAGERIAL RESPONSE

- MANAGEMENT OF CONFLICT – DIRECT ATTENTION TO CAUSES


INTERACTIONIST VIEW

- IF HARMONIOUS, PEACEFUL AND TRANQUIL

- STATIC

- APATHETIC

- UNRESPONSIVE TO CHANGE

- CONFLICTS

- FUNCTIONAL

- DYSFUNCTIONAL
SOURCES OF CONFLICT

TASK – CONTENT AND GOAL

RELATIONSHIP – INTERPERSONAL

PROCESS - HOW TO GET WORK DONE


LEVELS OF CONFLICT

•INTRA INDIVIDUAL CONFLICT

•INTER INDIVIDUAL CONFLICT

•INTRA GROUP CONFLICT

•INTER GROUP
CONFLICT PROCESS
Stage 1 Stage 2 Stage 3 Stage 4 Stage 5
CONFLICT PROCESS - STAGE 1
POTENTIAL OPPOSITION OR INCOMPATIBILITY

CONDITIONS

- COMMUNICATION - FUNCTIONAL UPTO A POINT

- STRUCTURE - VARIABLE – GOAL COMPATIBILITY AND REWARD SYSTEM

- PERSONAL - PERSONALITY, EMOTIONS AND VALUES


CONFLICT PROCESS - STAGE 2
COGNITION AND PERSONALISATION

PERCEIVED CONFLICT - ONLY RELEVANT ISSUES

FELT CONFLICT – GENERATES EMOTIONS

- NEGATIVE EMOTIONS – OVERSIMPLIFY ISSUE, LOSE TRUST, NEGATIVE

INTERPRETATION OF OTHER PARTY'S BEHAVIOUR


CONFLICT PROCESS - STAGE 3
INTENTIONS

- INTENTIONS INTERVENE BETWEEN PERCEPTIONS AND EMOTIONS AND THEIR OVERT

BEHAVIOUR.

- MANY CONFLICTS ESCALATE DUE TO WRONG INTENTIONS

COMPETE COLLABORATIVE

ASSERTIVE COMPROMISE

AVOIDING ACCOMMODATIVE

COOPERATIVE
CONFLICT PROCESS - STAGE 4
BEHAVIOUR
- STATEMENT, ACTIONS AND REACTIONS MADE BY CONFLICTING PARTIES

- DYNAMIC PROCESS OF INTERACTION

ANNIHILATORY OVERT EFFORT TO DESTROY

AGGRESSIVE ATTACK

THREAT

ASSERTIVE VERBAL EXCHANGE

OVERT QUESTION

MINOR

NO CONFLICT
CONFLICT PROCESS - STAGE 5
OUTCOMES

- FUNCTIONAL

- CONFLICT RESOLUTION TECHNIQUES

- PROBLEM SOLVING

- SUPERORDINATE GOALS

- EXPANDING RESOURCE

- AVOIDANCE

- SMOOTHING

- COMPROMISE

- AUTHORITATIVE COMMAND

- ALTERING HUMAN VARIABLE

- ALTERING STRUCTURAL VARIABLE


CONFLICT PROCESS - STAGE 5
OUTCOMES

- FUNCTIONAL

- CONFLICT STIMULATION TECHNIQUES

- COMMUNICATION

- BRINGING IN OUTSIDERS

- RESTRUCTURE

- DEVILS ADVOCATE
CONFLICT PROCESS - STAGE 5
OUTCOMES

- DYSFUNCTIONAL

- LESS COHESIVE

- PRIMACY TO INFIGHTING

- POOR COMMUNICATION
APPROACHES TO CONFLICTS

-WESTERN COUNTRIES - INDIVIDUALISTIC APPROACH , COMPETE

-ASIANS - COLLECTIVIST APPROACH, COLLABORATE/

AVOIDANCE. PRESERVE RELATIONSHIPS AND GROUP COHESION


RESOLUTION -FOCUSED VIEW

- PROBLEMS WITH ENCOURAGING CONFLICTS - NO FIRE WALL BETWEEN WORK AND

RELATIONSHIP

- HIGH RELATION CONFLICT - LOW PERFORMANCE

- CONFLICTS INDUCE STRESS- CLOSE MINDED AND ADVERSARIAL OUTLOOK

- CROSS CULTURAL CONFLICT

- TO SUM UP

- TRADITIONAL VIEW – SHORT SIGHTED

- INTERACTIONIST VIEW - INCOMPLETE

- MANAGED CONFLICT- CONSTRUCTIVE METHOD, IF BEHAVIOURAL STAGE IS OBVIATED


CASE STUDY - MARUTI MANESAR

- PRODUCTION COMMENCED 1983

- ADOPTED JAPANESE WORK CULTURE WELL

- 1997, CHANGED OWNERSHIP – GOVERNMENT CONTROL

- 2003, PRIVATISED DESPITE OPPOSITION FROM UNION

- 2011, UNION LEADER DEMANDED ALTERNATE UNION – LEADERS GIVEN GOLDEN

HANDSHAKE

- UNREST CONTINUED- ONE WORKER WHO SLAPPED SUPERVISOR SUSPENDED – UNION

DEMANDED RE-INSTATEMENT
CASE STUDY- MARUTI MANESAR

- REASONS FOR UNREST

- REINSTATEMENT – ATTEMPT TO GIVE IT CASTE COLOUR

- TEMPORARY AND PERMANENT WORKER SALARY AND BENEFITS

- DEMAND- SALARY- 5 TIMES, TRANSPORT 10000, LEAVE 7 (4) WEEKS, SICK LEAVE 40 DAYS,

CL 75 DAYS

- 18 JUL 2012, VIOLENCE IN PLANT - HR MANAGER KILLED, 100 OTHERS INJURED

- PLANT CLOSED

- 500 WORKER FIRED, PLANT REOPENED ON 21 AUG, PRACTICE OF HIRING TEMPORARY

WORKERS STOPPED
N E G O T I A T I O N
NEGOTIATION

A PROCESS, THAT OCCURS WHEN TWO OR MORE PARTIES DECIDE HOW TO

ALLOCATE SCARCE RESOURCES


BARGAINING STRATEGIES

• DISTRIBUTIVE

• INTEGRATIVE
BARGAINING ZONE

PARTY B PARTY A
RESISTANCE RESISTANCE
POINT POINT

SETTLEMENT ZONE

PARTY B TARGET
PARTY A TARGET
THE NEGOTIATION PROCESS

PREPARATION

GROUND RULES

CLARIFICATION AND JUSTIFICATION

BARGAINING AND PROBLEM SOLVING

CLOSURE AND IMPLEMENTATION


INDIVIDUAL DIFFERENCES IN NEGOTIATION

- PERSONALITY TRAITS

- MOODS AND EMOTIONS

- CULTURE

- GENDER
THIRD PARTY NEGOTIATIONS

- MEDIATOR

- ARBITRATOR

- CONCILIATOR
TAKE AWAYS

- START WITH END RESULT IN MIND

- PREPARE THOROUGHLY

- BE IN CONTROL OF YOUR EMOTIONS

- DO NOT BE IN A HURRY

- DO NOT GIVE YOUR RESISTANCE POINT IN INITIAL STAGES

- IF YOU HAVE A CONFLICT – GO WITH A MEASURED SOLUTION AS WELL

- DEMONSTRATE FLEXIBILITY- NEGOTIATION BY NATURE IS PROCESS OF COMPROMISE

- LET ETHICS BE YOUR GUIDE


?

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