WELCOME

University of Global Village (UGV), Barishal

Department of Business Administration
 Team Members
Sanjid Mohibul Sadat
Alam Islam Khan
Sifat Hridoy

STUDENT ID: 42011042 STUDENT ID: 42011007 STUDENT ID: 42011061

BBA Major in HRM BBA Major in HRM BBA Major in HRM

University of Global Village University of Global Village (UGV), University of Global Village (UGV),
(UGV), Barishal Barishal Barishal
 Case of Conflict
CONFLICT In the Workplace

A conflict is a struggle Conflict at workplace is defined as “a

between people which disagreement between two or more
people working together on a common
may be physical, or goal”. It happens due to difference of
between conflicting ideas opinions, motivation, and goals
.
What causes conflict at work?

Conflicts indicate a scarcity of various 1. Personality Clashes

things such as understanding,
agreement, and compatibility among 2. Protection Response
people in a sharing environment. It can
arouse emotions and anxiety, lower
satisfaction, and decrease 3. Pressure Points
performance.
4. Previous Experiences
In organizations, conflicts arise due to
various reasons, the one reason is
when employees do not get the salary 5. Personal Problems
they expected. Similarly, when one
employee agrees with the given 6. Points Of Principle
responsibilities and another is not.
7. Panic Stations!
What is the Thomas Kilmann Conflict Model?

A simple tool that promotes effective

conflict management
The Thomas-Kilmann conflict mode Instrument (TKI assessment) is the world’s
leading conflict management tool because it helps trainers, managers, and other
professionals conduct productive one-on-one and group discussions about conflict.
Used by numerous Fortune 500 companies, academic institutions, and government
organizations, the assessment helps individuals and teams understand how using
different conflict management styles affects interpersonal and group dynamics,
empowering them to choose the best approach for any situation.

The four other cells (besides the aforementioned Compromise)

are as follows:
High assertiveness and high cooperativeness: Collaboration
High assertiveness and low cooperativeness: Competition
Low assertiveness and high cooperation: Accommodation
Low assertiveness and low cooperation: Avoidance
Five Modes of The Thomas Kilmann Conflict Management
Model

Competing Collaborating Compromising Avoiding Accommodating

High assertiveness and In a nutshell, the It’s an everyday solution – At the low assertiveness Also at the low
low compromising is the collaborating mode allows common in democracies and low compromising assertiveness end, but
classic mode of you to acknowledge your that is often revised many corner is the “avoiding” with a higher degree of
competition. rival’s points and take the times over the subsequent mode. As it sounds like, compromising baked
time to agree. years. . this involves avoiding within, is the
conflict entirely. accommodating option. .

The Thomas Kilmann Five Conflict Modes, also known as the TKI Model, is a widely used framework for
understanding and managing conflict. Developed by Kenneth Thomas and Ralph Kilmann in the 1970s, it describes
five different ways in which people typically respond to conflict.
Key Applications
Team Building
The TKI can be used to help team members understand their own
and others' preferred conflict-handling styles. This can improve
communication, collaboration, and team performance.

Leadership Development
Leaders can use the TKI to understand their own conflict-handling
style and develop strategies to handle conflict in a constructive
way. This can improve their effectiveness as leaders and their
ability to manage conflict within their team or organization.

Negotiation
The TKI can be used in negotiations to help parties understand
each other's priorities and identify potential areas for compromise

Personal Relationships
The TKI can be used to improve communication and reduce
conflict in personal relationships. For example, a couple may use
the TKI to understand each other's conflict-handling styles and
develop strategies for resolving conflicts in a constructive way.
WHICH MODE
WORK BEST
There is no catch-all situation. Each
mode has its strengths and
weaknesses and will be a solid choice
in certain situations.

There are so many variables in play here,

including but not limited to:
Personality traits of everyone
involved (you, your rivals, the managers,
customers, other workers, and so forth):
some people respond well to
disagreeability, but others don’t. Some
people can’t be disagreeable at ALL and
would struggle with the assertiveness
dimension. Others may only avoid
situations, forcing you to take a more
assertive approach to resolve the conflict.
There are so many situations, and no
manager can be perfect at predicting the
personalities of everyone in a business.
CONCLUSION
The TKI questionnaire assesses an individual's
tendency to use each of these conflict-handling modes
in response to different conflict situations. The results
are used to generate a profile of the individual's
preferred approach to conflict, and the profile can be
used to identify areas for growth and development in
“All conflict can
conflict resolution skills. The TKI is widely used in “I don't think “An eye for an be traced back to
organizational settings, such as in team building, Add Text avoiding conflict eye will only someone’s
is not caring. make the whole feelings getting
leadership development, and conflict managementSimple world blind.”―
PowerPoint hurt, don’t you
training. It can also be useful in personal development ~Shin” think?”
Mahatma Gandhi.
and improving interpersonal relationships. ―Liane Moriarty
Negotiation
Negotiation is a method by which people settle
differences
Negotiation is described as the two-way communication through which one can
get what he/she want from others. It is a process in which two parties seek to
resolve their conflicts, by modifying their demands, to reach a mutually
acceptable solution. The two common types of negotiation are distributive
negotiation and integrative negotiation. Distributive Negotiation is one in which
one party wins, and other loses.
On the other extreme, integrative negotiation can be described as the
negotiation in which the two-party finds a mutually acceptable solution, and
wins something. The article excerpt explains the difference between distributive
and integrative negotiation
 Distributive Negotiation
I WIN YOU LOSE

The Distributive negotiation is a zero-sum game in

which parties are in a state of competition, whereby
each party seeks dominance over the other and tries
to maximize its own self-interests. Since the self-
interest is to get the most out of the available
resources and since the pool of the available
resources is fixed, whatever one party wins, the
other party must lose.

Distributive negotiation is a way of dividing a fixed pie

of value between parties who have opposite interests
 Integrative Negotiation

Integrative negotiation
Definition of Integrative
—also called integrative
Negotiation Integrative
bargaining, interest-based
Negotiation implies a collaborative
bargaining or win-win
negotiation strategy, in which
bargaining—is a
parties seek a win-win solution to
negotiation strategy in
settle the conflict. In this process,
which the involved parties
the parties aims and goals are
work together to find a
likely to be integrated in such a
solution that satisfies the
way that creates a combined
needs and concerns of
value for both the parties and thus
each. This process often
results in enlarging the pie.
involves group
brainstorming and creative
thinking for individuals to
suggest different ideas
that benefit both parties.
Difference Between BASIS FOR COMPARISON
Meaning
DISTRIBUTIVE NEGOTIATION
Distributive Negotiation is the
negotiation strategy in which
INTEGRATIVE NEGOTIATION
Integrative Negotiation is a
type of negotiation in which
Distributive Negotiation and fixed amount of resources are
divided between the parties.
mutual problem solving
technique is used to enlarge
Integrative Negotiation the assets, that are to be
divided between parties.
 
 
Strategy Competitive Collaborative
Form and content are common metaphysical Resources Fixed Not fixed
Orientation Win-lose Win-win
terms in philosophy. The form is the “shape” of Motivation Self-interest and individual Mutual interest and gain
the thing, a container without content. profit
Issue Only one issue at a time is Several issues at a time is
Concepts of “good” and “right” are forms. The discussed. discussed
content is the specific manifestation of that Communication climate Controlled and Selective Open and constructive
form. Something “good” might refer to helping Relationship Not a high priority High Priority
someone in need. This is the content.
Therefore, ethical formalism rejects the
concern with actual moral acts and
concentrates instead on the fundamental
sources of moral goodness regardless of their
application.
 WHEN To Use
Distributive vs. Integrative
Negotiation Strategies
Considering the varying approach of these
two strategies, distributive negotiation is
best used when you have some strong
advantage points and you’re
in a good position to bargain. Contrary to
this, integrative negotiation will be most
beneficial in situations where your position
is not strong but you still want to win
something in the bargain.
Another determinant you can use for
choosing the right negotiation strategy is
whether the bargaining resource is limited
or unlimited. If it’s limited you’ll certainly
want to grab a bigger piece of the pie and
thus, adopting the distributive strategy may
be more advantageous.

When long term dependability among negotiators is noticeable

.
Integrative negotiation
strategy is the safest choice
THANK YOU
And Fell Free to Ask Any Question