Conflict Management and Negotiation Skills

1. Conflict Management and Negotiation Skills

2. Table of Contents • Conflict • organizational conflicts • Effect of conflict on organization • Types of conflicts • conflict Management • Techniques to minimize conflict • Negotiation • Stages of Negotiation • Importance

3. Group members • Natasha Shafique MBE-11-17 • Jehanzaib Ahmad MBE-11-32 • Waheed Ahmad MBE-11-54 • Noman Ansari MBE-11-06 • Saad Naeem MBE-11-60

4. Natasha Shafique MBE-11-17

5. What is a Conflict? • Conflict is a disagreement between people that may be the result of different ideas, perspective, priorities, preferences, beliefs, values, goals and organizational structures

6. What is a organizational conflicts? • It is a state of disorder caused by the actual and perceived opposition of needs, values and interest between people working together

7. Effect of conflict on organization • Conflict have both positive and negative effect on the performance of organization

8. Conflict is negative when it: • Takes attention away from other activities • Damage the spirit of the team and individual • Divides people and groups, and makes opportunities difficult • Makes people or groups focus on their differences • Leads the harmful behavior, like fighting or name calling

9. Conflict is positive when it: • Clears up important problems or issues • Brings about solution to problem • Gets everyone involved in solving issue • Causes real communication • Releases emotions, anxiety and stress in positive way • Develop understanding and skills

10. Waheed Ahmad MBE-11-54

11. Types of conflicts Interpersonal Conflict: Conflicts between individuals due to differences in their goals and values. Intra-group conflict: Conflict with in group or team is known as intra group conflict

12. Types ofconflict Intergroup Conflict: Conflict between two or more teams is called inter group conflict. Managers play a key role in resolution of this kind of conflict. Inter-organizational Conflict:conflict that arises across organizations is called inter-organizational conflict.

13. conflict Management • Conflict management involves implementing strategies to limit the negative aspects of conflict and to increase the positive aspects of conflict at a level equal to or higher than where the conflict is taking place

14. Techniques to minimize conflict • Focus on what is said, not how it is said. • Ask yourself: “is there any truth to what I am hearing?” • Do not formulate a response right away; just listen. • Clarify and reflect on what you are hearing. • Don’t respond to high intensity, emotional words. • Appreciate the person’s uniqueness—positive and negative. • Monitor your non-verbal “leakage.” • Recognize emerging needs and interests of the other person. • Don’t interrupt – no matter how angry you feel. • Excuse yourself for a “time-out” if emotions have escalated

15. Jehanzaib Ahmad MBE-11-32

16. Avoiding No Winner, No Loser • Avoidance is one of the most common strategies for coping with conflict. Avoiding a conflict doesn't mean you're a coward—unless, of course, you do it all the time.  For example, if you postpone a meeting, immediately get to work, prepare yourself and reschedule

17. When to use: • When the conflict is small and relationships are at stake • When you're counting to ten to cool off • When more important issues are pressing and you feel you don't have time to deal with this particular one • When you have no power and you see no chance of getting your concerns met • When you are too emotionally involved and others around you can solve the conflict more successfully • When more information is needed

18. Drawbacks: • Important decisions may be made by default • Postponing may make matters worse

19. Accommodation I lose, you win • Accommodation sacrifices one's own goals for the sake of the other person.  Accommodators often use phrases like: "Whatever you want is fine with me”. However, if accommodation is the only style a person utilizes, he or she is advised to learn more skills.

20. When to use: • When an issue is not as important to you as it is to the other person • When you realize you are wrong • When you are willing to let others learn by mistake • When you know you cannot win • When it is not the right time and you would prefer to simply build credit for the future • When harmony is extremely important • When what the parties have in common is a good deal more important than their differences

21. Drawbacks: • One's own ideas don't get attention • Credibility and influence can be lost

22. Competition I win, you lose •  Competition, is a style that maximizes reaching one's own goals or getting the problem solved at the cost of the other party's goals or feelings.  While always choosing competition has negative repercussions for relationships, businesses and cultures

23. When to use: • When you know you are right • When time is short and a quick decision is needed • When a strong personality is trying to steamroller you and you don't want to be taken advantage of • When you need to stand up for your rights

24. Drawbacks: • Can rise conflict • Losers may get revenge

25. Compromise You bend, I bend • This is a middle-of-the-road strategy that gets everyone talking about the issues and moves you closer to each other and to a resolution.  Compromise can be chosen when other methods have failed and when both you and your opponent are looking for middle ground.

26. When to use: • When people of equal status are equally committed to goals • When time can be saved by reaching intermediate settlements on individual parts of complex issues • When goals are moderately important

27. Drawbacks: • Important values and long-term objectives can be derailed in the process • May not work if initial demands are too great • Can generate doubt, especially if there's no commitment to honor the compromise solutions

28. Collaboration/Problem solving I win, you win • Collaborating means working together to resolve the conflict and necessitates information gathering as well as some form of problem-solving

29. When to use: • When there is a high level of trust • When you don't want to have full responsibility • When you want others to also have "ownership" of solutions • When the people involved are willing to change their thinking as more information is found and new options are suggested • When you need to work through animosity and hard feelings

30. Drawbacks: • The process takes lots of time and energy • Some may take advantage of other people's trust and openness

31. Noman Akram Ansari MBE-11-06

32. Negotiation It is a Bargaining process between two or more parties (each with its own aims, needs, and viewpoints) seeking to discover a common ground and reach an agreement to settle a matter of mutual concern or resolve a conflict. The process of making joint decisions when the parties involved have different preferences. It is a dialogue between people and parties.

33. Stages of Negotiation Preparation Discussion Classification of goals Implementation Agreement Negotiation towards a WIN-WIN situation

34. 1. Preparation Before any negotiation takes place, a decision needs to be taken as to when and where a meeting will take place to discuss the problem and who will attend. Setting a limited timescale. Undertaking preparation before discussing the disagreement will help to avoid further conflict.

35. 2. Discussion During this stage, individuals or members of each side put forward the case as they see it. Key skills during this stage are questioning, listening and clarifying. Each side should have an equal opportunity to present their case.

36. 3.  Clarifying Goals The goals, interests and viewpoints of both sides of the disagreement need to be clarified. It is helpful to list these in order of priority. Through this clarification it is often possible to identify or establish common ground.

37. Saad Naeem MBE-11-60

38. 4.  Negotiate for a WIN-WIN Outcome This stage focuses on what is termed a WIN-WIN outcome where both sides feel they have gained something positive through the process of negotiation. A WIN-WIN outcome is usually the best outcome however it may not always be possible but through negotiation it should be the ultimate goal.

39. 5. Agreement Agreement can be achieved once understanding of both sides’ viewpoints and interests have been considered. It is essential to keep an open mind in order to achieve a solution. Any agreement needs to be made perfectly clear so that both sides know what has been decided.

40. 6.  Implementing a Course of Action From the agreement, a course of action has to be implemented, to carry through the decision.

41. Importance The process of negotiation starts the moment an employee gets a selection call from an organization. It is essential that the individual responsible for hiring employees negotiates well with the candidate. Negotiation is one of the tools that help settling a conflict. Negotiators have well-recognized interests in the outcome, either in getting a settlement. It is always better to try negotiating the conflict first than give it away and let an arbitrator decide about a solution. We should keep in mind that the less costly solution is one that is focused on joint problem solving. Focusing on interests, compared to focusing on rights or power, tends to produce higher satisfaction with outcomes, better working relationships and less recurrence.