MANAGEMENT OF CONFLICT IN AN ORGANIZATION, AT INDIVIDUAL LEVEL AND NEGOTIATION

1. CONFLICT
MANAGEMENT
AND
NEGOTIATION
Sudeshna Banerjee
M.SC (N) 2ND YEAR
HFCON

2. Definition:
Conflict may be defined as, “A struggle or contest between
people with opposing needs, ideas, beliefs, values, or goals”.
Conflict might escalate and lead to nonproductive results, or
conflict can be beneficially resolved and lead to quality final
products.

3. CAUSES OF CONFLICT
PERSONA-LITY
CLASHES
MIS-
UNDERSTANDIN
G
FIGHT FOR
RESOURCES
AUTHORITY
ISSUES
VALUES &
GOALS
WORK
METHODS

4. EFFECTS OF CONFLICT IN
ORGANIZATIONS
Negative effects
-Stress /Anxiety
-Demotivation
-Staff quitting
-Non-productivity
Positive effects
-New ideas
-Creativity
-Change
-Problem Solving

5. PONDY’S MODEL OF CONFLICT
DEVELOPMENT

6. TYPES / LEVELS OF CONFLICT
Interpersonal conflict: It is the conflict between individuals of the
organization.
Intra-group conflict: It is the conflict within an internal group, team
or department. These are conflicts that typically involve more than
one person within a group.
Inter-group conflict: It is the conflict between different groups,
teams and departments.
Inter-organization conflict: It is the conflict that arises across
different organizations. When different organizations are competing
against one another.

7. HOW TO PREVENT CONFLICT: AT
INDIVIDUAL LEVEL
Adopt an AVID Approach to others:
A:
 Assume the positive about others and their behavior.
behavior.
 Assume that they are reasonable and are not trying to cause you
grief or pain.
 Assume that if someone is difficult to deal with, that they have
something problematic going on in their life.
 Assume it is about them and not about you.

8. Cont…
V:
 If you cannot assume the positive as in step 1 above, then you must
validate the situation.
 Talk to the individual and find out what is going on with them.
 Validate your negative assumptions about the other person by talking
person by talking directly to them.
I: If you are unable to assume the positive, and you are
unable (or unwilling ) to validate the situation by talking to
the individual, you must ignore and let it go.

9. Cont…
D: If you cannot think positively, if you can’t or won’t validate, and if you can no
longer ignore, you must DO something. Otherwise the stress of these unresolved
situations will build up and inevitably be detrimental to your health and the health of
those around you.
 Debrief the situation with a trusted friend and get their advice.
 Discuss the situation and your response with a therapist.
 Drink something healthy and calming, herbal tea may be a good
choice.
 Do introduce relaxing activities and techniques into your life style.
 Do consider meditation as a way to become more self-aware and
positively focused.

10. THOMAS MODEL OF CONFLICT-
HANDLING MODES
Thomas and Kilmann (1974) identifed five confict management styles:

11. BORISOFF AND VICTOR THEORY
 Assessment
In the assessment step, the parties involved collect appropriate information regarding
the problem.
 Acknowledgement
The acknowledgement step is one in which each party attempts to hear out the other.
 Attitude
In the attitude step, one analyzes potentially problematic variations in styles of
writing, speaking, and nonverbal mannerisms. Such differences may blur meanings. It
is the role of the effective conflict participant to maintain an open mind toward all
parties involved.
 Action
The action step begins to actively implement the chosen conflict-handling mode.
 Analysis
In this last step participants decide on what they will do, and then summarize and
review what they have agreed upon.

12. CONFLICT RESOLUTION STRATEGIES
 ‘Four Rs’ of conflict-resolution
According to Engleberg and Wynn 4 Rs of conflict-
resolution are important to resolve issues.
 Reasons
 When conflict arises, face it head on.
 Discuss the reasons and causes for conflict openly and respectfully.
 Focus on the conflict itself and not on the people and emotions
involved in the conflict.
 Don’t make the discussion personal.

13. Cont…
Reactions
 Have those involved in the conflict.
 Examine the reactions of those who are involved.
 Determine whether or not their reactions were destructive.
 If the reactions are destructive, work with them to develop more-
positive reactions to conflict.
 Determine the pros and cons of a resolution.

14. Cont…
Resolution
 Determine the core of the conflict.
 Strip away emotional reactions.
 Decide on the best way to resolve the conflict.
 Resolution must involves give and take of each party in
order to be successful.
Result

15. NEGOTIATION
A process in which two or more parties exchange goods or services
and attempt to agree on the exchange rate for them.
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.

16. THE NEGOTIATION PROCESS

17. THIRD-PARTY NEGOTIATIONS
Mediator
A neutral third party who facilitates a negotiated solution by using reasoning,
persuasion, and suggestions for alternatives.
Arbitrator
A third party to a negotiation who has the authority to dictate an agreement.
Conciliator
A trusted third party who provides an informal communication link between
the negotiator and the opponent.
Consultant
An impartial third party, skilled in conflict management, who attempts to
facilitate creative problem solving through communication and analysis.

18. SUMMARY
Definition of conflict
Causes of conflict
Effects of conflict
Pondy’s model
Types of conflict
AVID approach
Thomas and Kilmann conflict management
styles
Borisoff and Victor theory
Conflict resolution strategies
Negotiation