1 / 13

UNDERSTANDING CONFLICT

Sessions 21/22/23. UNDERSTANDING CONFLICT. What is Conflict?. Conflict may happen due to; - Incompatibility of goals - Differences over explanations of facts - Disagreements based on behavioral expectations - Individual vs. Individual(s) or vs. Organization.

sdunlap
Download Presentation

UNDERSTANDING CONFLICT

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Sessions 21/22/23 UNDERSTANDING CONFLICT

  2. What is Conflict? Conflict may happen due to; - Incompatibility of goals - Differences over explanations of facts - Disagreements based on behavioral expectations - Individual vs. Individual(s) or vs. Organization • When one party perceives that another party has negatively affected, or • is about to negatively affect, CONFLICT starts!

  3. Forms of Conflict • Functional Conflict • Conflict that supports the goals of the group and improves its performance. • When Level of Conflict is neither too low nor too high, but maintained at optimum. • Dysfunctional Conflict • Conflict that hampers Grp. performance • When Level of Conflict is too low or high • When it originates from bad relationship

  4. Types of Conflict • Task Conflict [~Arjuna in Mahabharata] • Conflicts over content and goals of the work • Low-to-moderate - FUNCTIONAL • Process Conflict [~Satyam---] • Conflict over how work gets done • Low levels - FUNCTIONAL • Relationship Conflict [~Mamata--] • Conflict based on interpersonal relationships • Almost always - DYSFUNCTIONAL

  5. The Conflict Process – its 5 Stages Stage I Stage II Stage III Stage IV Stage V Conflict Handling Styles and Intentions: ============ - Avoiding - Accommodating - Competing - Cooperating - Collaborating Outcomes: ========= - Enhanced Team Performance  - Deteriorated Team Performance  Cognition & Person- alization: ======== - Perceived Conflict - Felt Conflict Potential Causes: ======== - Commn. -Structure - Personal variables Expressed Or Overt Behavior : ======== - Conflicting Parties’ Behavior - Others’ Reactions

  6. Dimensions of Conflict-handling Intentions • COMPETING (emergencies) - “Win-Lose” Strategy - Assertive & Uncooperative • COLLABORATING (integrative) - “Win-Win” Strategy - Assertive & Cooperative • COMPROMISING (mod. priorities) - “Win-some Lose-some” Strategy - No clear winner or loser & give-up • ACCOMMODATING - “Lose-Win” Strategy (if U’re wrong) - Unassertive & Cooperative • AVOIDING (trivial issues) - Withdrawal from the situation - Unassertive & Uncooperative

  7. Orientations for Handling Conflicts 1. What is Your Underlying Conflict Handling Style - Self-awareness, Your basic/preferred style. 2. Be judicious in Selecting the Conflicts that you want to handle - Select that important conflict which you can handle 3. Evaluate the Conflict Players - Identifying Functional Players and their personalities & interests 4. Assess the Source of the Conflict - Cause Analysis: Communication, Structural or Personal Differences - Communication Diff.: Semantic Issues, Noise, Channel or No comm. - Structural: Promotions, Pay-hikes, Additional Staff, Office Space - Personal: Background, Education, Experience & Personal Issues 5. Know Your Options & Intentions - Competition, Collaboration, Compromise, Accommodation, Avoidance

  8. Understand Your Conflict Management Style EXERCISE

  9. Understand Your Conflict Management Style

  10. Competing Collaborating Avoiding Compromising Accommodating CMS

  11. What is Negotiation? Negotiation may happen through: Distributive Bargaining (~zero sum, win-Lose, fixed pie, competitive) e.g. most labor union settlements, and buying/selling instances) Integrative Bargaining (~synergistic, win-win, >>pie, collaborative) e.g. when an orgn. promotes self-employment while down-sizing • A process in which two or more parties exchange goods or services and attempt to agree on the exchange rates and terms among them. • Third Party Negotiation: • - e.g. Mediator (~Krishna@Kauravas), Arbitrator (~ID Act), Conciliator (~Deepak Paikh for Ambanis), Consultants (~US Lobbyists). Should the bidding be ‘anchored’ High in an Auction? • No, it’s a myth not true in auctions (ref. e-bay) • On the contrary, starting low generated higher final prices!

  12. The Negotiation Process – its 5 Steps Define Ground Rules / Exchange Initial Positions: Players, Procedure, Location, Date/Time, Boundaries, ‘Impasse?’ • Preparation and Planning: • - Gather Data, Define your Resistance Point, estimate your BATNA, Develop your Strategy, Plan for the ‘Meeting’ • Clarification and Justification: • Explain, amplify, clarify, bolster and justify your original demands • Should be educational and evidential, not confrontational. • Bargaining and Problem-Solving (i.e. Objection Handling): • Give-and-take to reach an agreement; • Crux of negotiation process, each party making concessions • Closure and Implementation: • Seal the deal, i.e. formalize the agreement; • Draw the Implementation Process, Hammer out Specifics. • Shake Hands and Close with a Smile 

  13. More Negotiation Nuggets • Personality Traits: • Agreeable & Extroverted People are poor in Distributive bargaining • They may be Ok for Integrative bargaining • IQ helps positively; and finally, bargaining can be learnt. • Moods and Emotions vis-à-vis Culture: • Higher Status & Exhibited anger helps in Distributive Bargaining • But Lower status and show of anger is likely to hurt badly. • Against anger, the Chinese ‘up’ their negotiation tactics but the Americans ‘down’ their tactics in Distributive Bargaining. • East Asians tend to react negatively to any show of anger • Brazilians are more informal, says ‘No’ and touches physically many times; Americans and Japanese are formal, less reactive. • Gender Differences in Negotiations: • Men found to negotiate somewhat better outcome that women • Women found less effective in opening a negotiation process

More Related