1. Conflict and
Negotiation
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2. CONFLICT

Conflict is a situation in which two or more people
disagree over issues of organizational substance
and/or experience some emotional antagonism with
one another
There are two kind of conflicts:
1. Substantive Conflicts, is conflicts that occurs in the
form of fundamental disagreement over ends or goals
to be pursued and the means for their
accomplishment
2. Emotional Conflicts, is conflicts that involves
interpersonal difficulties that arise over feelings of
anger, mistrust, dislike, fear, resentment, and the like
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3. LEVELS of CONFLICTS
1. Intrapersonal Conflicts, is conflicts that occurs
within the individual due to actual or perceived
pressures from incompatible goals or expectations
2. Interpersonal Conflicts, is the conflicts that occurs
between two or more individuals
3. Intergroup Conflicts, is conflicts that occurs among
groups in a organization
4. Interorganizational Conflicts, is conflicts that
occurs between organizations
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4. Constructive and Destructive
Conflicts

Constructive Conflicts, is conflicts that result in
positive benefits to the group

Destructive Conflicts, is conflicts that works to the
group’s or organization’s disadvantage
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5. Conflicts Situations
1. Vertical Conflicts, is conflicts that occurs between
hierarchy levels,
2. Horizontal Conflicts, is conflicts that occurs
between person or group at the same hierarchy level
3. Line -staff Conflicts, is conflicts that occurs between
line and staff representatives
4. Role Conflicts, is conflicts that occurs when the
communication of task expectations proves
inadequate or upsetting
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6. CONDITIONS THAT CREATE
CONFLICTS




Work-flow Interdependence, when a person or
group must rely on task contributions from one or
more others to achieve goals
Power And/or Value Asymmetry, exists when
interdependent people or groups differ substantially
from one another in status and influence or in values
Role Ambiguity or Domain Ambiguity,
Resources Scarcity
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7. STAGES of CONFLICTS
ANTECENDENT
CONDIIONS
PERCEIVED
CONFLICTS
FELT
CONFLICTS
MANIFEST
CONFLICTS
CONFLICTS
RESOLUTION OR
SUPPRESSION
CONFLICTS
AFTERMATH
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8. CONFLICTS MANAGEMENT
APPROACH
Conflict resolution occurs when the reasons
for a conflict are eliminated
1. Indirect Conflict Management Approach
a. Appeals to common goals
b. Hierarchical referral
c. Organization Redesign
d. Use of mythology and scripts
2. Direct Conflict management Techniques
a. Lose-lose conflicts
b. Win-lose conflicts
c. Win-win Conflicts
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9. INDIRECT APPROACH
1. Appeal to Common Goals, involves focusing the
attention of potentially conflicting parties on one
mutually desirable conclusion
2. Hierarchical Referral, use the chain of command for
conflicts resolution problem are referred up the
hierarchy for more senior manager to reconcile
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10. INDIRECT APPROACH
3. Organizational Redesign, by decoupling, buffering, linking pins, and
liaison group
- Decoupling, involves separating or reducing the contact
between two conflicting groups
- Buffering is a conflict management approach that sets up
inventories to reduce conflicts when inputs of one group are the
outputs of another group
- Linking Pins are persons who are assigned to manage conflict
between groups that are prone to conflict
- Liaison Groups are groups that coordinate the activities of certain
units to prevent destructive conflicts between them 10

11. INDIRECT APPROACH
4. Scripts, is behavioral routines that become part of
organization’s culture and Myths is proclamation or
beliefs about situations that deny the necessity to make
trade-offs in conflicts resolutions
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12. DIRECT TECHNIQUES
1.
Lose-lose Conflicts, occurs when nobody really gets what he
or she wants, by Avoidance, Smoothing, and Compromise
- Avoidance is where everyone pretends the conflict
doesn’t really exist and hopes that it will simply go
away
- Smoothing involves playing down differences among
conflicting parties and highlighting similarities and areas of
agreement; it is also known as accommodation
- Compromise occurs when each party involved in a
conflict gives up something of value to the other
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13. DIRECT TECHNIQUES
2. Win-lose Conflicts, occurs when one party achieves its achieves its
desires at the expense and to the exclusion of the other party
desires, by Competition, Authoritative Command
- Competition is a conflict management technique
whereby a victory is achieved through force, superior skill
or domination
- Authoritative Command is a direct conflict management
technique where a formal authority dictates a solution and
specify what is gained and lost by whom
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14. DIRECT TECHNIQUES
3. Win-win Conflicts, is achieve by collaboration to address the real
issues in a conflicts situations and the use of problem solving to
reconcile differences.
- Collaboration is a direct and positive approach to conflict
management that involves a recognition by all the
conflicting parties that something is wrong and needs
attention through problem solving
- Problem solving involves gathering and evaluating
information in solving problems and making decisions
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15. CONFLICT MANAGEMENT GRID
Cooperative
Smoothing or
Accommodation
Collaboration
and Problem Solving
Seeking true satisfaction of
everyone’s concerns by working
through
Differences;
finding and
Compromise
Solving problem
Working towards
so everyone gains
partial satisfaction of
as a results
everyone’s concerns
seeking acceptable
rather than optimal
solution that no one
Competition or
totally wins or loses
Authoritative
Letting the other’s wishes rule;
smoothing over differences to
maintain superficial
Harmony
Cooperativeness
(attempting to
satisfy the other
party’s concerns)
Command
Working
Avoidance
Uncooperative
Downplaying disagreement,
failing to participate in the
situation, and/or staying neutral
at all cost
Unassertive
against the wishes
of the other party, fighting to dominate in
win-lose competition, and/or forcing
things to a favorable collusion through
the exercise of authority
Assertiveness
(attempting to
satisfy one’s own
concern)
Assertive
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16. USE CONFLICTS
MANAGEMENT STYLES





Collaboration and Problem Solving, used to gain true conflict
resolution, time and other circumstances permitting
Avoidance, used when an issue is trivial or more important
issues are pressing or to let people cool down and regain
perspective
Authoritative Command, used when quick and decisive action
is vital or when unpopular actions must be taken
Accommodation, used when conflicts issues are more
important to others than to oneself or when a person wants to
build credits for use in later issues
Compromising, used for temporary settlements to complex
issues or to arrive at expedient solutions when time is limited
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17. NEGOTIATION

Negotiation is the process of making joint decisions
when the parties involved have different preferences

Four major action settings for negotiations:
1. Two Party Negotiation, manager negotiates
directly with one other person
2. Group Negotiation, manager is a part of a group
whose members are negotiating to arrive at a
common decision
3. Intergroup Negotiation, manager is apart of a
group that is negotiating with another group
4. Constituency Negotiation, manager involve
negotiation with other person and each individual
party represent a board constituency
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18. ETHICAL NEGOTIATIONS

Since any negotiation involves with different preferences
trying to reach a joint decision, ethical behavior is often an
issue, but sometimes not.

Why people act unethically in negotiations:
1. Profit Motive, the desire of each party to get more
2. Sense of Competitions, the beliefs among
negotiations parties that there are insufficient resources
3. Concerns for Justice, search by each party for
outcomes defined as fair only from narrow perspective
of one’s self-interests
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19. EFFECTIVE NEGOTIATIONS



Criterion 1: Quality, the negotiations results offer a
quality agreement that is wise and truly satisfactory to
all sides
Criterion 2: Efficiency, the negotiations is efficient
and no more time consuming or costly than
absolutely necessary
Criterion 3: Harmony, the negotiations is
harmonious and fosters rather than inhibits good
interpersonal relations
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20. APPROACHES IN NEGOTIATION

Distributive Negotiation, is negotiation in which the
focus is on positions staked out or declared by the
parties involved who are each trying to claim certain
portions of the available pie

Integrative Negotiation, is negotiation in which the
focus is on the merits of the issues, and the parties
involve try to enlarge the available pie rather than
stake claims to certain portion of it
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21. INTEGRATIVE AGREEMENT

Attitudinal Foundations of Integrative Agreement:
1. Each party must approach the negotiation with
willingness to trust the other party
2. Each party must be willing to share information with the
other party
3. Each party must willing to ask concrete question of the
other party

Behavioral Foundations of Integrative
Agreement:
1. Ability to separate people from problem
2. Ability to focus on interest
3. Ability to avoid making premature judgements
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4. Ability to judge possible agreements

22. BARGAINING ZONE

Bargaining zone is the zone between one party’s
minimum reservation point and the other party’s maximum
reservation point in a negotiating situation
BARGAINING
ZONE
30,000
Ei
35,000
Gr
40,000
Er
Ei Employer’s initial offers
Gr Graduating senior’s minimum reservation point
Er Employer’s maximum reservation offer
Gi Graduating senior’s initial offers
45,000
Gi
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