Conflict and Negotiations
I. EXECUTIVE SUMMARY
Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to be negatively affect, something that the first party cares about. It also encompasses a wide range of conflicts that people experience in organizations.
Conflicts are usually caused by poor communication, lack of openness and failure to respond to employee needs. Human Relations View Conflict as the belief that conflict is a natural and inevitable outcome in any group. While Interactionist View Conflict as the belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.
There are at least three Types of Conflicts: Task Conflicts or Conflicts over content and goals of the work; Relationship Conflicts or conflicts based on interpersonal relationships and; Process Conflicts or conflict over how work gets done.
There are five stages of conflict and they are as follows – Stage 1: Potential opposition or incompatibility, Stage 2: Cognition and Personalization; Stage 3: Intentions; Stage 4: Behavior and finally; Stage 5: Outcomes.
Negotiation in definition is a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.
There are two BARGAINING STRATEGIES that you can employ during negotiations: (1) Distributive Bargaining or the negotiation that seeks to divide up a fixed amount of resources; a win-lose situation and; (2) Integrative Bargaining or the negotiation that seeks one or more settlements that can create a win-win solution.
There are also steps to be followed in ensuring a successful negotiation process – Step 1: Preparation and planning; Step 2: Definition of ground rules; Step 3: Classification and justification; Step 4: Bargaining and Problem Solving and; Step 5: Closure and implementation
Conflict is a process that begins when one party perceives that another party has negatively affected, or is about to be negatively affect, something that the first party cares about. It also encompasses a wide range of conflicts that people experience in organizations.
Conflicts are usually caused by poor communication, lack of openness and failure to respond to employee needs. Human Relations View Conflict as the belief that conflict is a natural and inevitable outcome in any group. While Interactionist View Conflict as the belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.
There are at least three Types of Conflicts: Task Conflicts or Conflicts over content and goals of the work; Relationship Conflicts or conflicts based on interpersonal relationships and; Process Conflicts or conflict over how work gets done.
There are five stages of conflict and they are as follows – Stage 1: Potential opposition or incompatibility, Stage 2: Cognition and Personalization; Stage 3: Intentions; Stage 4: Behavior and finally; Stage 5: Outcomes.
Negotiation in definition is a process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.
There are two BARGAINING STRATEGIES that you can employ during negotiations: (1) Distributive Bargaining or the negotiation that seeks to divide up a fixed amount of resources; a win-lose situation and; (2) Integrative Bargaining or the negotiation that seeks one or more settlements that can create a win-win solution.
There are also steps to be followed in ensuring a successful negotiation process – Step 1: Preparation and planning; Step 2: Definition of ground rules; Step 3: Classification and justification; Step 4: Bargaining and Problem Solving and; Step 5: Closure and implementation
References: – Robbins, Stephen P. Organizational Behavior, 11th ed. Prentice Hall Inc, 2006 – Robbins and Judge Organizational Behavior, 13th ed – S.P. Robbins, Managing Organizational Conflict: A Nontraditional Approach (Upper Saddle River, NJ: Prentice Hall, 1974), pp. 93–97; and – F – G.B.J. Bomers and R. Peterson (eds.), Conflict Management and Industrial Relations (Boston: Kluwer-Nijhoff, 1982), pp. 119–40. excerpt from the book “Negotiating International Business - The Negotiator’s Reference Guide to 50 Countries Around the World” by Lothar Kat (updated April 2010) ➢ Leveraging relationships is an important element ----------------------- March 20, 2011