Interpersonal Conflict and Negotiation Skills

Presented

By

Group 6

Juhi(10), Kriti Kumari(13), Meenu(14),

Pallavi Kashyap(17), Surbhi Bhushan(28)

Introduction Conflict

A process that begins when party perceives that another party has negatively or about to affect

something that the first party cares about.

Intraindividual Conflict:

MACRO

MICRO

Organizational

Intergroup

Interpersonal

Intra-individual

CONFLICT

Conflict due to Frustration

Frustration occurs when a

motivated drive is blocked

before a person reaches a

desired goal .

Overtcovert

A Model of Frustration

NEED DRIVE GOAL

(deficiency) ( deficiency BARRIER

with direction)

FRUSTRATION

Defense mechanisms

AggressionWithdrawal

FixationCompromise

Overt Covert

Goal Conflict

Three type of goal conflict are –

Approach - approach conflict

Approach – avoidance conflict

Avoidance –avoidance conflict

Role Conflict and Ambiguity:

Role of expectation

Perception of focal person’s

behaviours

Evaluation

Perceptions of

messages and

pressures

Role conflict

Role ambiguity

ROLE SENDER FOCAL PERSON

Role messages

Role pressures

Role messages

Role pressures

Interpersonal Conflict

Two individuals get into conflict over an issue, such conflict is called interpersonal conflict.

Such conflicts may arise because of incompatibility between individuals or when an individual perceives that his image is under threat because of the actions of another individual .

Sources of Interpersonal Conflict

Personal difference Information deficiencyRole incompatibilityEnvironmental stress

Analysis of interpersonal conflict

Collaborating –A situation in which the parties to a conflict each desire to satisfy fully the concerns of all parties.

Compromising-Compromising is also described as a "give and take" style. Conflicting parties bargain to reach a mutually acceptable solution. Both parties give up something in order to reach a decision and leave with some degree of satisfaction.

Accommodating-The willingness of one party in a conflict to place the opponent’s interests above his or her own.

Avoiding-The desire to withdraw from or suppress a conflict.

Forcing-Forcing is also known as competing, controlling, or dominating style. Forcing occurs when one party goes all out to win it's position while ignoring the needs and concerns of the other party.

Strategies for Interpersonal Conflict Resolution

Lose-Lose strategy

Win-Lose approach

Win-Win approach

WIN-LOSE APPROACHPeople learn the behaviors of destructive

conflict early in life –competition,dominance,aggression and defense permeate many of our social.

It involves secret strategies,threat.

LOSE –LOSE STRATEGYIs exemplified by smoothing over conflict or by

reaching the simplest of compromises in neither case in the creative potential of productive conflict resolution realize or explored.

WIN-WIN APPROACHAttempt to maximize the goals of both parties

through collaboration problem solving.Emphasis on the quality of the long term

relationship between the parties rather than short term accommodation.

In te rg ro u p B e h a v io r

Behavior toward another person or group based on their group identification.

“GROUP” includes many types of things that can be used to categorize people, as race, sex, nationality, social class, profession, age, sexual identity, religion, etc.,

Intergroup Conflict

Intergroup conflict involves opposition and clashes between groups .

It often occurs in union-management relation such conflicts may be highly intense drawn out,

and costly to the groups involved

Why Intergroup Conflict Occurs ?

Work Interdependence

It occur when two or more organizational groups depend on one another to complete their task

Barriers to communication

Differences in goals

Differences in Perceptions

Categories Of Intergroup Conflict

Intergroup Conflict

Vertical Conflict

Line-staff Conflict

Diversity – based conflict

Horizontal conflict

Vertical Conflict

Clashes between employees at different levels in an organization

Horizontal conflict

Clashes between groups employees at the same hierarchical level in an organization

Line-staff Conflict

Clashes over authority relationships often involve line –staff conflict

Diversity –based conflict

It appear to be related to issue

of race, gender, ethnicity and religion

• Conflict within the group is high• There are negative interactions between groups (or between members of those groups)• Influential third-party gossip about other group is negative

• Work to eliminate specific negative interactions between groups (and members).• Conduct team building to reduce intergroup conflict and prepare employees for cross-functional teamwork.• Encourage personal friendships and good working relationships across groups and departments.• Foster positive attitudes toward members of other groups (empathy, compassion, sympathy).• Avoid or neutralize negative gossip across groups or departments.

Recommended actions:Level of perceived

Inter-group conflict tendsto increase when:

Minimizing Inter-group Conflict: An Updated Contact Model

Organizational Conflict

. Organizational conflict is opposition or disagreement, as an open discussion between two or more groups in an organization

Conflict may involve a difference of opinion regarding business goals or lack of resources in a company.

Reasons of Conflict

The factors that generate conflicts are scarcity, obstruction and incompatible interests or goals etc.

Resource scarcity, either monetary, job, prestige or power, encourages the obstruction of behaviour and conflict arises. Conflict can also be broken out when one party avoids the goal achievement of the other one.

Consequences of ConflictConsequences of conflict

can be positive or negative:

Positive Consequences of Conflict:

Increased involvement* Increased innovation and

creativity* Personal growth and change* Clarification of key issues

Negative consequences of conflict

* Unresolved anger* Wastage of resources* Negative climate * Less self esteem* Inefficiency

Conditions which influence an organization towards conflict

situationsAmbiguous jurisdictionsCommunication barriersDependence on one partyDifferentiation in organizationAssociation of the partiesUnresolved prior conflicts

Organization Conflict Theories

MATURITY-IMMATURITY THEORY

According to Maslow, Rogers, and other writers of the growth schools, there is a basic tendency in the development of the human personality toward self-fulfillment, or self-actualization. This implies that as an individual matures, he wants to be given more responsibility, broader horizons, and the opportunity to develop his personal potential. This process is interrupted whenever a person's environment fails to encourage and nurture these desires.

Distributive negotiation: Single issue; fixed-pie; win-lose.

Integrative negotiation: More than one issue; win-win.

Negotiation: “A give-and-take decision-making process

involving interdependent parties with different preferences.”

Negotiation

17-27

Integrative Negotiation

Integrative NegotiationParties perceive that they might be able to increase the

resource pie by trying to come up with a creative solution to the conflict

View the conflict as a win-win situation in which both parties can gain

Handled through collaboration or compromise

17-28

Distributive Negotiation

Distributive negotiationParties perceive that they have a “fixed pie” of resources

that they need to divideTake a competitive adversarial stanceSee no need to interact in the futureDo not care if their interpersonal relationship is damaged

by their competitive negotiation

Negotiation Skills

Act assertively to achieve objectives Reduce resistance & minimise conflictKnow how & when to accept the opinions,

values & will of others Work to achieve a WIN-WIN situationNegotiation is also a process that is of benefit

to all parties

• Emphasises the relationship between the two parties

• Encourages the spirit of any agreement reached

Traditional Approach

Has two sides Has opposing objectives approach Is a form of warfare Has a short sighted

Formal Negotiation Informal Negotiation

Favours the party with the strongest

power base Limits the likelihood of

informal talks Emphasises the letter of agreement

THANK YOU