Conflict Negotiation

Conflict and Negotiation

BMA-17E

Tursunbekov Elbek

Agenda

• Types of Conflict
• Conflict Processes
• Negotiation
• Negotiation Process
• Negotiation in a Social Context
• Company Example

Types of Conflict

• Conflict refers to some form of friction, disagreement, or discord arising within a group when the beliefs or actions of one or more members of the group are either resisted by or unacceptable to one or more members of another group.

• Functional conflict
• Dysfunctional conflict
• Relationship Conflict
• Task Conflict
• Process Conflict
• Loci of Conflict

Conflict Processes

•  A conflict process deals with five steps that help alleviate friction, disagreement, problems or fighting. The five steps are:

Negotiation

• A negotiation is a strategic discussion that resolves an issue in a way that both parties find acceptable. In a negotiation, each party tries to persuade the other to agree with his or her point of view. By negotiating, all involved parties try to avoid arguing but agree to reach some form of compromise.

Negotiation Process

Five Stages of a Negotiation
Stage 1: Prepare	Identify potential value Begin to understand interests Develop fact-base
Stage 2: Information Exchange and Validation	Discovering and creating value Assess interests Build rapport and trust
Stage 3: Bargain	Create and distribute value Address interests Make and manage concessions
Stage 4: Conclude	Capture value Confirm interests have been met Thank them
Stage 5: Execute	Expand value Addressing changing interests Strengthen relationships

Negotiation in a Social Context

• In organizations, many negotiations are open-ended and public.
• We have mostly been discussing negotiations that occur among parties that meet only once, and in isolation from other individuals. However, in organizations, many negotiations are open-ended and public. When you are trying to figure out who in a work group should do a tedious task, negotiating with your boss to get a chance to travel internationally, or asking for more money for a project, there’s a social component to the negotiation. You are probably negotiating with someone you already know and will work with again, and the negotiation and its outcome are likely to be topics people will talk about.

To really understand negotiations in practice, we must consider the social factors of reputation and relationships

Reputation	Relationships
Your reputation is the way other people think and talk about you. Trust in a negotiation process opens the door to many forms of integrative negotiation strategies that benefit both parties. Individuals who have higher reputations are better liked and have more friends and allies. In other words, they have more social resources, which may give them more understood power in negotiations.	There is more to repeated negotiations than just reputation. The social, interpersonal component of relationships with repeated negotiations means that individuals go beyond valuing what is simply good for themselves and instead start to think about what is best for the other party and the relationship as a whole.

Company example

• CX-Ray
• The employees at CX-Ray believe in solving solutions quickly when they arise. Instead of waffling between the he-said, she-said elements, they come up with solutions to make both parties happy.
• “Practice clear communication, and focus on actionable solutions,” product owner and project manager Gabor Bauer writes. “When a conflict arises, deal with it immediately and resist the temptation to ignore it.”
• The longer a conflict goes unaddressed, the longer it has to build into a large problem and permanent rift between employees.