CONFLICT & NEGOTIATION

Presented by
Muhammad Waqas Chughtai
What is Conflict?

Is a process that begins

when one party perceives
that another party has
negatively affected, or is
about to negatively affect,
something that the first
party cares about.

©Prepared by Muhammad Waqas

Chughtai
Intensions of Conflicts

Perceived by the parties

Parties are in opposition
to one another
At least one party is
blocking the goal
attainment of the other
party

©Prepared by Muhammad Waqas

Chughtai
 Conflicts in Organization

Organizational Hierarchy
Competition of scarce resources
Self-Image and stereotype view
about others
Different goals and objectives
Failure and resultant blame fixing
Poor coordination of activities

©Prepared by Muhammad Waqas

Chughtai
Conflict Schools of Thought

Traditional
View

Human
Relations Interactionist
View View

©Prepared by Muhammad Waqas

Chughtai
Conflict Schools of Thought

 Traditional View
Conflict is bad, should be avoided.
Results from lack of openness & trust.
 Human Relation View
Conflict is a natural occurrence, should be
accepted.
 Interactionist View
Conflict should be encourage & managed
©Prepared by Muhammad Waqas
Chughtai
Is conflict bad or not?

©Prepared by Muhammad Waqas

Chughtai
Functions, Dysfunctions &
Political Benefits of Conflicts
 Functions of Conflicts
• Promote goals and achievement
• Promote of change
• Synergy
 Dysfunctions of Conflicts
• Wasted time and energy
• Stress
• Detract from the goals
• Encourage Stereotyping
 Political Benefits
• Improve decision making
• Strengthen teams dynamics
©Prepared by Muhammad Waqas
Chughtai
Sources of Conflict

Goal incompatibility
Different values and belief
Task independence
Scarce Resources
Ambiguity
Communication problem

©Prepared by Muhammad Waqas

Chughtai
Level of Conflicts

 Organization: within or between the

organizations
 Group: within or between the groups
 Individual: within or between the
individuals

©Prepared by Muhammad Waqas

Chughtai
Types of Conflicts

 Task Conflict
Conflicts over contents and
goals of the work.
 Relationship Conflict
Conflicts are based on
interpersonal relationship.
 Process Conflict
Conflict over how work get
done
©Prepared by Muhammad Waqas
Chughtai
Conflict Resolving Process

 Identify the problem

 Develop the plan
 Communicate effectively
 Close at the appropriate
moment
 Follow up the outcomes

©Prepared by Muhammad Waqas

Chughtai
Individual Conflict Management
Styles

Conflict Management Styles

High Concern for Self Low
High
Integrating Obliging
Concern for Others

Compromising

Dominating Avoiding
Low

©Prepared by Muhammad Waqas

Chughtai
Individual Conflict Management
Styles

The obliging style is based on low concern for self, high concern for
others, and focusing on the needs of others while satisfying or ignoring
personal needs. This works best when issues are unimportant,
knowledge is limited, there is long-term give and take, and the person
managing the conflict has no power.
The avoiding style is based on low concern for self and others and a
focus on suppressing, setting aside, and ignoring the issues. This is
appropriate when the conflict is too strong and parties need to cool
off.
The integrative style shows high concern for self and for others and
focuses on collaboration, openness, and exchange of information. This
is used when issues are complex, when commitment is needed, when
dealing with strategic issues, and when long-term solutions are
required. ©Prepared by Muhammad Waqas
Chughtai
Individual Conflict Management
Styles

The dominating style shows high concern for self, low

concern for others, and focuses on advancing own goals at
any cost. This is used when time is short, issues are trivial,
all solutions are unpopular, and an issue is important to
the party resolving the conflict.
The compromising style shows moderate concern for
self and others and focuses on achieving a reasonable
middle ground where all parties win. This is used when
goals are clearly incompatible, parties have equal power,
and a quick solution is needed

©Prepared by Muhammad Waqas

Chughtai
Negotiating

“Negotiating is the art of

reaching an agreement by
resolving differences
through creativity”

©Prepared by Muhammad Waqas

Chughtai
 Style
Style is a
continuum
between two
styles:
Quick
Deliberate

©Prepared by Muhammad Waqas

Chughtai
 Quick Style
Negotiate in a hurry
Use when you won’t negotiate with these
people again
Get the best deal without regard to the
other side’s “win”

©Prepared by Muhammad Waqas

Chughtai
Deliberate Style
Use when long term
relationship likely
Involves
cooperation and
relationship
building to reach
agreement
Needs much prep,
hard work
May move in fits
and starts
©Prepared by Muhammad Waqas
Chughtai
 Outcomes of Negotiation

 Win/Lose: Compromise
 Lose/Lose: Dominance
 Win/Win: Problem Resolve

©Prepared by Muhammad Waqas

Chughtai
Issues for Negotiation

 Mandatory issues
Wages, Hours, other terms & conditions of
work.
 Permissive issues (if parties are agreed)
Product Design, Price, New Jobs, Etc

©Prepared by Muhammad Waqas

Chughtai
 Are you a Motivated Negotiator?

 Enthusiasm  Social Skills

Confidence Enjoy people
Engaged Interest in others
 Recognition  Teamwork
Accomplishment Better as a team
Pat on the back Self-control
 Integrity  Creativity
No fraud Always looking for
ways to complete the
Trustworthiness deal
©Prepared by Muhammad Waqas
Chughtai
Negotiation Strategies

Four Negotiating Strategies

Yes Is Substantive Outcome Important? No
Yes

Trusting Open
Outcome Important?

Collaboration Subordination
Is Relationship

Firm Active
Competition Avoidance
No

©Prepared by Muhammad Waqas

Chughtai
Negotiation Strategies

Trusting collaboration is a win-win strategy most

appropriate when both the substantive task outcome and
the relationship outcome are important.
Open subordination is applied when the task outcome is
not important but the relationship outcome is.
Firm competition is used when the substantive task
outcome is important but the relationship outcome is not.
Active avoidance is useful when neither the task
outcome nor the relationship outcome is important.

©Prepared by Muhammad Waqas

Chughtai
 Negotiation Model
Investigate
Presentation
Bargaining
Agreement

©Prepared by Muhammad Waqas

Chughtai
Investigate
What do you want?
What does the
other side need?
Decide on style
What are the
consequences of
each choice.

©Prepared by Muhammad Waqas

Chughtai
 Presentation

Prepare other
side’s case
Present the
reasons for your
side better.

©Prepared by Muhammad Waqas

Chughtai
 Bargaining
When in doubt,
ask questions!
Open questions
Reflective
questions
Tactics

©Prepared by Muhammad Waqas

Chughtai
 Avoid… During Negotiation

Separate the people from the problem

Focus on interest not position
Generate variety of possibilities before
going what to do
Results should be based on some object
standards

©Prepared by Muhammad Waqas

Chughtai
 Agreement
Arrangements should be neutral and
comfortable
Pay attention to what others say
Screen out all visual disturbances
Ask open ended questions
Listen to responses
Proactive vs. reactive behavior
©Prepared by Muhammad Waqas
Chughtai
A Good Negotiator Is..

Creative
Versatile
Motivated
Has the ability
to walk away

©Prepared by Muhammad Waqas

Chughtai
Thanks

©Prepared by Muhammad Waqas

Chughtai