NEGOTIATION SKILLS AND CONFLICT MANAGEMENT NEGOTIATION Negotiations is

NEGOTIATION SKILLS AND CONFLICT MANAGEMENT

NEGOTIATION

“Negotiations is about issues as well as about feelings and personal relationships”

The golden rule of negotiation is to avoid criticisms.

Negotiating is an art practiced by virtually everyone and a craft practiced by few.

BARGAINING STRATEGIES

DISTRIBUTIVE VERSUS INTEGRATIVE BARGAINING

Negotiation Strategies Collaborating: win/win Accommodating : lose/win Competing: win/lose Compromising: win some/lose some Let’s agree to respect each other’s views, no matter how wrong yours may be! Avoiding: no winners/no losers

WIN – WIN NEGOTIATION Ask yourself. Do you feel that someone is continually taking advantage of you? Do you seem to have fight aggressively with other to win the resources you need? Do you struggle to get what you want from people whose help you need but over whom you have little direct authority? If so you need to brush up your win-win negotiation skills.

WIN – WIN NEGOTIATION The aim of win-win situation is to find a solution that is acceptable to both parties and leaves both parties feeling that they have won. Effective negotiation skills helps you to resolve where what you want conflicts with what someone else wants.

STAKING OUT THE BARGAINING ZONE

THIRD-PARTY NEGOTIATIONS

THIRD-PARTY NEGOTIATIONS (CONT’D)

INPUTS FOR A SUCCESSFUL NEGOTIATION One should think the following points before starting the negotiation: Goal for negotiation Trades one has for negotiation: - What do you and the other person have that you can trade? - What are you each comfortable giving away? Alternatives for negotiation if the other person do not reach to the agreement: - Does failure to reach an agreement leave you out of future opportunities? Relationship with the other person: - Will there be any hidden issues that may influence the negotiation? How will you handle these?

INPUTS FOR A SUCCESSFUL NEGOTIATION Expected outcomes from negotiation and action plan for the same: - What has the outcome in the past and what precedents have been set? Expected consequences after winning or loosing the negotiation for both the parties. Who is Powerful negotiator and what powers he has? - Who controls the resources? - Who stands to loose the most if agreement isn’t reached? Possible Solutions: - What possible compromises might there be?

ISSUES IN NEGOTIATION The Role of Personality Traits in Negotiation Traits do not appear to have a significantly direct effect on the outcomes of either bargaining or negotiating processes. Gender Differences in Negotiations Women negotiate no differently from men, although men apparently negotiate slightly better outcomes. Men and women with similar power bases use the same negotiating styles. Women’s attitudes toward negotiation and their success as negotiators are less favorable than men’s.

Make sure you do not ignore any issue in order to speed up negotiation.

Active listening can change the rules of the game and raise the level of politeness in the negotiation

A successful negotiation requires one to invest some time in getting prepared before the negotiation begins.

NEGOTIATION PROCESS PREPARATION PROPOSAL DEBATE BARGAINING CLOSING Be sure to gather the key information for a Successful Negotiation

It is never easy to ask, but it is more difficult to give. Hence, master the art of give and take because everybody wants to benefit from the deal.

Being polite and persistent gives you an edge over the others

Be flexible in Negotiation- it is a sign of strength and not a weakness

ROLE OF ATTITUDE • Attitude towards work and life has a role in the formation of the culture of an organisation. • It is possible to influence the attitudes / value system of people through appropriate modification of the environment. • Interplay of individual’s organisation realities give organisation culture. attitudes and shape to the

r u Yo tude i t t A s e in m r e t e D r u Yo ude t i t l A

“ A young lady was waiting her flight in the boarding room of a big airport.

As she would wait for many hours, she decided to buy a book to spend her time. She also bought a packet of cookies.

She sat down on a airmchair, in the VIP room of the airport, to rest and read in peace.

Beside the airmchair there was the packet of cookies, a man sat down, opened his magazine and started reading.

When she cought the first cookie, the man cought one also. She felt herself infuriate but didn’t say anything. She just thought: “What a nerve! If I was in the mood I would punch his eye not to forget this daring!”

To each cokkie she cought, the man cought one either. That was letting her infuriated but she couldn’t react.

When remained only one cookie, she thought: “ah. . . What this abused man will do now? ” Then, the man, divided the last cookie in the middle, giving her the half.

Ah! That was too much! She was too much angry! Then, she caught her book, caught her things and headed to the boarding place.

When she sat down in an armchair, inside the plane, she looked into her purse to catch her eyeglasses, and, to her surprise, her packet of cookies was there, untouched, closed!

She felt so much ashamed!! She realized that she was the wrong one. . . She had forgotten that her cookies were kept into her purse.

The man divided his cookies with her, wihtout feeling infuriated, nervous or mad. . .

. . . while she was been very mad, thinking that he was dividing her cookies with him. but there was no more time to explain herself. . . Nor to apologizes!”

There are 4 things that u can’t recover. . .

The stone. . . after shot!

The word. . after pronounced!

The occasion. . . after lost!

The time. . . after gone!

POSITIVE ATTITUDE

POSITIVE ATTITUDE Our attitude in our personal life speaks volumes of our performance at work. It is both an attitude and a skill to succeed at any level. Our best evolves from our heart, not from our eyes. An emotional response clouds our judgment and creates guilt. There is no embarrassment in falling down, but problem is with not getting up and moving on is LIFE.

BUILDING POSITIVE ATTITUDE • Look for goodness in people • Build a positive Self Esteem • Avoid Negative Influences • Work on Continuous Self Development

CONFLICT MANAGEMENT Max & Max

Meet Max is a dog of the finest breeding. He was rigorously trained to retrieve game at the slightest nod from his owner. He is slightly motivate to serve his master’s needs. Meet Max is talented, amiable, full of energy, and well educated. He is anxious to enter the arena of customer service and make a contribution, and he’s bursting with innovative ideas.

Meet Mr. Harold is an average manager of customer service for New World Imports. Service is the byword in his department. He has some untapped ideas about customer service. Max and Max both have new opportunities – a chance to learn, a chance to show their stuff. Each comes to learn about limits, though: stay on the lawn; get your own job figured out first, then you can start worrying about mine.

About Conflict • Conflict is a necessary and healthy part of the life of all organizations. • Conflict on the job usually represents the normal competitive urge present in most individuals. • Conflict on the job is always the result of personality clashes.

Contd… • Conflict is a primary source of stress on the job. • One of the benefits of conflict on the job is that it sometimes produces useful change. • In resolving a conflict, a team leader must determine whether the cause is : a) Personality clash b) The way the work is structured.

What is Conflict When there is potential for one party to negatively impact another party: Supervisor – subordinate relationships Team members Customer interactions Organizational change Clash of Interest

Why Conflict Communication problems Ambiguity Mixed messages Verbalize one thing, yet your body language says another Structural variables Goal incompatibility Sales department versus credit department Dependence One issues group (accounting) dependent upon another (MIS)

Contd… Personal factors Personality Type Value clashes A versus Type B systems National culture dimensions Different emphasis on quality or quantity Different perception and area of interest.

CAUSES OF CONFLICT: • Personality differences • Value differences • Differences in Perspectives • Differences in Goals • Differences in Departmental Allegiance • Ambiguities about responsibilities

Beginning of Conflict Poor communication Seeking power Dissatisfaction with management style Weak leadership Lack of openness Change in leadership

Conflict Indicators Body language Disagreements, Withholding regardless of issue bad news Surprises Strong public statements Airing disagreements through media Conflicts in value system

Contd… Desire for power Increasing lack of respect Open disagreement Lack of candor on budget problems or other sensitive issues Lack of clear goals No discussion of progress, failure relative to goals, failure to evaluate the superintendent fairly, thoroughly or at all.

CONSTRUCTIVE CONFLICT Results in clarification of important problems and issues. Results in solutions to problems. Causes authentic communication. Helps release emotion, anxiety, and stress. Builds cooperation among people through learning more about each other. Helps individuals develop understanding and skills. Helps people "be real", for example, it motivates them to participate. Helps people learn how to recognize and benefit from their differences.

DESTRUCTIVE CONFLICT Takes attention away from other important activities. Undermines morale or self-concept. Polarizes people and groups, reducing cooperation. Increases or sharpens difference. Leads to irresponsible and harmful behavior, such as fighting, name-calling. Hampers productivity. Lowers morale. Causes more and continued conflicts. Causes inappropriate behaviors.

Types of Conflict

The Conflict Process

MANAGING CONFLICT Encouraging Encourage Functional Conflicts dissent by asking tough questions. Bring people with different points of view. Designate someone to be a devil’s advocate. Ask the team to consider an unthinkable alternatives.

FUNCTIONAL CONFLICT Functional Conflict that supports the goals of the group and improves performance “When two people in business always agree, one of them is unnecessary” “You put a lot of smart people in a room and listen to them duke it out, and the best idea will pop out” Task conflict Conflicts over content and goals of work Low to moderate level is functional Stimulates discussion and ideas

DYSFUNCTIONAL CONFLICT Conflict that hinders performance Relationship conflict Stems from interpersonal relationships Personality clashes, value differences Results in hostility & friction Decreases mutual understanding and makes task completion more difficult

MANAGING DYSFUNCTIONAL CONFLICT Managing Mediates Dysfunctional Conflicts the conflicts Arbitrate the conflicts. Control the conflicts. Accept the conflicts. Eliminate the conflicts.

5 Conflict Management Strategies Collaborating: win/win Accommodating: lose/win Competing: win/lose Compromising: win some/lose some Avoiding: no winners/no losers

WIN – WIN NEGOTIATION Ask from yourself. Do you feel that someone is continually taking advantage of you? Do you seem to have fight aggressively with other to win the resources you need? Do you struggle to get what you want from people whose help you need but over whom you have little direct authority? If so you need to brush up your win-win negotiation skills.

WIN – WIN NEGOTIATION The aim of win-win situation is to find a solution that is acceptable to both parties and leaves both parties feeling that they have won. Effective negotiation skills helps you to resolve where what you want conflicts with what someone else wants.

INPUTS FOR A SUCCESSFUL NEGOTIATION Depending on the scale of disagreement one should think through the following points before starting the negotiation: Goal for negotiation Trades one has for negotiation: - What do you and the other person have that you can trade? - What are you each comfortable giving away? Alternatives for negotiation if the other person do not reach to the agreement: - Does failure to each an agreement cut you out of future opportunities? Relationship with the other person: - Will there be any hidden issues that may influence the negotiation? How will you handle these?

INPUTS FOR A SUCCESSFUL NEGOTIATION Expected outcomes from negotiation and action plan for the same: - What has the outcome in the past and what precedents have been set? Expected consequences after winning or loosing the negotiation for both the parties. Who is Powerful negotiator and what powers he has? - Who controls the resources? - Who stands to loose the most if agreement isn’t reached? Possible Solutions: - What possible compromises might there be?

RESOLVING TEAM CONFLICT • Conflict is an emotional disturbance or disagreement

SIX STEPS TO MANAGE TEAM CONFLICT § § § Clarify and identify the cause of conflict Determine the common goal Determine options Determine and remove the barriers Determine solution that everyone can accept Acknowledge solution: win-win solution

CONFLICT RESOLUTION Super-ordinate goals Overarching, shared goal that cannot be attained without cooperation of each of the conflicting parties Altering structural variables Changing the organizational chart Reporting relationships Create joint-task forces Gain appreciation of each others (groups) constraints and needs Altering individuals Human relations training Transfers

CONFLICT RESOLUTION Mediation Neutral third party attempts to find mutually beneficial tradeoffs, suggests alternatives, & serves as a sounding board for the conflicting parties Growing area of legal practices 60% of cases in mediation reach settlement Arbitration Neutral third party can dictate an agreement Allows parties to avoid the high-costs of going to trial Always results in settlement

CONFLICT RESOLUTION TECHNIQUES • Problem solving • Super co-ordinate goals • Expansion of resources • Avoidance • Smoothing • Compromise • Authoritative command • Altering the human variable • Altering the structural variables

MEDITATION Close your eyes – Relax Wear a Gentle Smile Go in deeper Relaxation Deep Breathe Gently roll up your Eyeballs Surrender to Subconscious Mind Handover the problem to subconscious mind (Now go to sleep – Expectantly) Visualize Results / Express Gratefulness next morning (Before opening your eyes)

to delegate, all you need is faith in the other person. . . DELEGATION And faith moves mountains !

If We Handle Life Situations Well, the Conflict can be better Managed

Worry As Cause Of Conflict

Ego Cause Of Conflict- Mind Blockage EGO OTHER PERSON EGO SELF We hear & don’t Listen We listen & Find Solutions Remain at Base Level Accept Authority of Other

Conflict A Silent Killer CONFLICT DEPRESSION INSULT TENSION ANGER STRESS HELPLESSNESS AGRESSION FRUSTRATION

Forgiveness is your Biggest Asset