Conflict Management and Negotiation Skills Ghanshyam Bhandari Presentation

Conflict Management and Negotiation Skills Ghanshyam Bhandari

Presentation Outline § Introduction: Conflict and Negotiation § Basic Concept of Conflict § Strategies of Conflict Management § Negotiation: An Art of Getting Others to ‘Yes’ § Styles and Approaches in Negotiation § Negotiation Skills: How to Make a Great Deal? § Beyond Substance: the ‘Formalistic’ Factors § Conclusion: Managing Conflict Intricacies through Negotiation

Introduction: Conflict and Negotiation Inevitability of conflict in today’s world Changing perception about conflict and role of negotiation Understanding of conflict: Shift from the narrow sense of conflict as a harmful force to a much wider sense as a productive force in organization/society Key ideals: Collaboration, cooperation, compromise Hard on issues, soft on people- main mantra solving conflict through negotiation

Basic Concept of Conflict is a struggle or contest within a person or between people vis-a-vis opposing needs, ideas, beliefs, values, or goals; A disagreement between two or more people about policies, process, activities or outcome; Conflict is neither be benevolent nor evil in itself; A natural phenomenon of personal/ organizational life;

Basic Concept…. (Contd. ) § Traditional View § The view of conflict as harmful (prevalent before WWII) § Conflict resulted from poor communication, lack of openness and failure to respond § Current View § Conflict as a natural and inevitable outcome § Focuses on productive conflict resolution § Conflict is not only a positive force but also an absolute necessity for a group to perform effectively 5

Basic Concept…. . (Contd. ) Conflict Types Interpersonal Intragroup Interorganizational Structured vs unstructured conflict (bound/not bound by rules) Functional vs dysfunctional conflict

Basic Concept…(Contd. ) Dysfunctional Conflict (Hinders the goal and leads to damages) Functional Conflict (supports the goal and improves performance) 7

Strategies of Conflict Management 8

Strategies of Conflict Management Conflict process involves Antecedent conditions (personal variables) Cognition and personalization (felt differences) Behaviors (overt action, conflict) Outcomes (change in performance) • Conflict management is about avoiding, delaying, or containing the symptoms of conflict (at any stage of the process above) rather than resolving the root causes of conflict.

Strategies of Conflict Management Win-Lose Model I win, you lose I lose, you win I win, you win (A great deal) I lose, you lose Rational Problem-Solving Model (More applicable in structured conflicts, use of rule of law, and well-defined processes)

Strategies of Conflict Management

A Case Study On Organizational Conflict

Negotiation: An Art of Getting Others to ‘Yes’ Negotiation as a tool of conflict management Almost like an everyday phenomenon for public servants Based on the general premise of ‘win-win’ More relevant and popular as conflicts are getting complex day by day

Negotiation: An Art…. (Contd. ) § Elements of Negotiation § Power § Information § Time § Relationship § Interest § Substance § Options § Commitment

Negotiation: An Art…. (Contd. ) Types of Negotiation Positional vs Interest-based (bargaining about position vs principled negotiation) Hard vs soft (based on the treatment of people) Distributive vs Integrative (Sharing the outcome at the cost of other party vs reaching mutually-satisfying result)

Negotiation: An Art…. (Contd. ) Steps of Negotiation General Steps: Preparing, Opening, Bargaining, Closing RADPAC (Rapport, Analysis, Debate, Propose, Agreement, Close) J. E. Osborne’s six steps: Preparing, Listening, Reconciling, Specifying, Focusing, and Suggesting

Negotiation: An Art…(Contd. ) Negotiation: You must be fully prepared to lose a great deal to make a great deal (Ancient proverb) ‘Getting to Yes without Giving in’ (Roger Fisher and Willian Ury) Do not bargain over positions but interest Separate people from the problem (hard on problem, soft on people) Focus on interests and principle Use objective criteria Develop BATNA (‘What if there is no agreement’ option)

Styles and Approaches in Negotiation Game Theories: win-lose options (prisoner's dilemma) Approaches: avoiding, collaborating, competing, compromising, accommodating Six useful tactics: sharing information, rank your priorities, know your target outcomes, make the first offer, don’t counter too low, flexibility-the key (Grant and Galinsky) Nepali scenario: ‘one track’ syndrome, win-lose syndrome, random walk syndrome, conflict avoidance syndrome

Negotiation Skills: How to Make a Great Deal? General Skills Understanding people Focusing on interests Insisting on objective criteria Communicating properly Know your priority but do not counter too low- do not offend the interlocutors Be aware of the use of ‘dirty tricks’

Negotiation Skills…. (Contd. ) Situational Skills Be alert to cross-cultural sensitivities Need to be more alert, cope with distance/space/time differences Know your BATNA Different situation skills: dealing with powerful opponents, human side? more objective? ‘Disruptive’ technologies: to use or not to use, that is the question,

Negotiation Skills…. . (Contd. ) Moving out of the box, the key Going into the balcony (For rest, self control and calmness) Listening & Respect (The cheapest concession is to give someone respect) Power of reframing (Move from positions to interest) Power of bridging (Make the other side easier to make the decisions you want

Beyond Substance: the ‘Formalistic’ Factors Sitting position: upright position/alert, no crossed-legged in front of VIPs/dignitaries, no leaning against the sofa Observing dress code No leg moving/crossing, nose pricking, excessive body movement Respect to others, their views and culture More of listening and understanding rather than speaking To know’ is absolutely good but to say ‘I know’ even when you are not asked is equally bad

Beyond Substance…. (Contd. ) Arrival-host/guests, punctuality Introduction : HOW (Hierarchy or Old to Young or Woman first) Tea/drink serving/who drinks first? Table Manners (esp. during lunch and dinner) ‘Ladies -courtesy towards them, ladies first in queuing, food stall lining etc. Calling/writing names, extra care in accuracy including in designation of others

Beyond Substance…. (Contd. ) An Example ! Handshake : The First Impression Introduce yourself Readiness to engage Eye contact Smile Physical closeness Touching? Namaskar, hugging, kissing, handshakes, bowing down

Negotiation Intricacies ‘Getting to others Yes’ Skills Conflict/issue/interest

Conclusion: Managing Conflict through Negotiation Conflict: May be a short term hardship but will provide an opportunity for growth and development Conflict management can very well be aided by negotiation tactics The key is to focus on principles, not position/power Conflict is like a ‘strong wind’ (build walls to block it or build windmills)

A Case Study on Negotiation Tactics

Thank you very much for your attention