Sessions 212223 UNDERSTANDING CONFLICT What is Conflict When

Sessions 21/22/23 UNDERSTANDING CONFLICT

What is Conflict? Ø When one party perceives that another party has negatively affected, or Ø is about to negatively affect, CONFLICT starts! Conflict may happen due to; - Incompatibility of goals - Differences over explanations of facts - Disagreements based on behavioral expectations - Individual vs. Individual(s) or vs. Organization

Forms of Conflict Functional Conflict • Conflict that supports the goals of the group and improves its performance. • When Level of Conflict is neither too low nor too high, but maintained at optimum. Dysfunctional Conflict • Conflict that hampers Grp. performance • When Level of Conflict is too low or high • When it originates from bad relationship

Types of Conflict Ø Task Conflict [~Arjuna in Mahabharata] – Conflicts over content and goals of the work – Low-to-moderate - FUNCTIONAL Ø Process Conflict [~Satyam---] – Conflict over how work gets done – Low levels - FUNCTIONAL Ø Relationship Conflict [~Mamata--] – Conflict based on interpersonal relationships – Almost always - DYSFUNCTIONAL

The Conflict Process – its 5 Stages Stage I Potential Causes: ==== - Commn. -Structure - Personal variables Stage II Cognition & Personalization: ==== - Perceived Conflict - Felt Conflict Stage III Conflict Handling Styles and Intentions: ====== - Avoiding - Accommodating - Competing - Cooperating - Collaborating Stage IV Expressed Or Overt Behavior : ==== - Conflicting Parties’ Behavior - Others’ Reactions Stage V Outcomes: ===== - Enhanced Team Performance - Deteriorated Team Performance

Dimensions of Conflict-handling Intentions Ø COMPETING (emergencies) - “Win-Lose” Strategy - Assertive & Uncooperative Ø COLLABORATING (integrative) - “Win-Win” Strategy - Assertive & Cooperative Ø COMPROMISING (mod. priorities) - “Win-some Lose-some” Strategy - No clear winner or loser & give-up Ø ACCOMMODATING - “Lose-Win” Strategy (if U’re wrong) - Unassertive & Cooperative Ø AVOIDING (trivial issues) - Withdrawal from the situation - Unassertive & Uncooperative

Orientations for Handling Conflicts 1. What is Your Underlying Conflict Handling Style - Self-awareness, Your basic/preferred style. 2. Be judicious in Selecting the Conflicts that you want to handle - Select that important conflict which you can handle 3. Evaluate the Conflict Players - Identifying Functional Players and their personalities & interests 4. Assess the Source of the Conflict - Cause Analysis: Communication, Structural or Personal Differences - Communication Diff. : Semantic Issues, Noise, Channel or No comm. - Structural: Promotions, Pay-hikes, Additional Staff, Office Space - Personal: Background, Education, Experience & Personal Issues 5. Know Your Options & Intentions - Competition, Collaboration, Compromise, Accommodation, Avoidance

Understand Your Conflict Management Style EXERCISE

Understand Your Conflict Management Style Serial # 01 CMS Competing Collaborating Compromising Avoiding Accommodating 01 02 03 04 05 B A 02 B 03 04 A B B A 05 06 A A A B 09 A 10 13 14 B A B B A 11 12 B B 07 08 A A B B A

15 A 16 B A B 17 A 18 19 B A B 20 B A 21 A B 22 B A 23 A B 24 25 B A Total Competing Avoiding Collaborating CMS Compromising Accommodating

What is Negotiation? Ø A process in which two or more parties exchange goods or services and attempt to agree on the exchange rates and terms among them. Negotiation may happen through: Ø Distributive Bargaining (~zero sum, win-Lose, fixed pie, competitive) – e. g. most labor union settlements, and buying/selling instances) Ø Integrative Bargaining (~synergistic, win-win, >>pie, collaborative) – e. g. when an orgn. promotes self-employment while down-sizing Ø Third Party Negotiation: - e. g. Mediator (~Krishna@Kauravas), Arbitrator (~ID Act), Conciliator (~Deepak Paikh for Ambanis), Consultants (~US Lobbyists). Should the bidding be ‘anchored’ High in an Auction? Ø No, it’s a myth not true in auctions (ref. e-bay) Ø On the contrary, starting low generated higher final prices!

The Negotiation Process – its 5 Steps Ø Preparation and Planning: - Gather Data, Define your Resistance Point, estimate your BATNA, Develop your Strategy, Plan for the ‘Meeting’ Ø Define Ground Rules / Exchange Initial Positions: – Players, Procedure, Location, Date/Time, Boundaries, ‘Impasse? ’ Ø Clarification and Justification: – Explain, amplify, clarify, bolster and justify your original demands – Should be educational and evidential, not confrontational. Ø Bargaining and Problem-Solving (i. e. Objection Handling): - Give-and-take to reach an agreement; - Crux of negotiation process, each party making concessions Ø Closure and Implementation: - Seal the deal, i. e. formalize the agreement; - Draw the Implementation Process, Hammer out Specifics. - Shake Hands and Close with a Smile

More Negotiation Nuggets Ø Personality Traits: - Agreeable & Extroverted People are poor in Distributive bargaining - They may be Ok for Integrative bargaining - IQ helps positively; and finally, bargaining can be learnt. Ø Moods and Emotions vis-à-vis Culture: – Higher Status & Exhibited anger helps in Distributive Bargaining – But Lower status and show of anger is likely to hurt badly. – Against anger, the Chinese ‘up’ their negotiation tactics but the Americans ‘down’ their tactics in Distributive Bargaining. – East Asians tend to react negatively to any show of anger – Brazilians are more informal, says ‘No’ and touches physically many times; Americans and Japanese are formal, less reactive. Ø Gender Differences in Negotiations: - Men found to negotiate somewhat better outcome that women - Women found less effective in opening a negotiation process