LET US NEVER negotiate

OUT OF FEAR.BUT LET US

NEVER FEAR TO
NEGOTIATE.
John F.
Kennedy
CONFLICT
AND
NEGOTIATION
BY
ASHRITA
PRAMANICK
RAMESH
KUMAR
1ST YEAR MBA
CONFLICT
AND
NEGOTIATIO
N BY
ASHRITA
PRAMANICK
RAMESH
KUMAR
1ST YEAR MBA
CONFLICT
A process that
begins when one
party perceives that
another party has
negatively affected ,
or is about to
negatively affect,
something that the
first party cares
about.
VIEWS OF CONFLICT
TRADITIONAL VIEW:
Conflicts are bad; they can/should be avoided
for the healthy functioning of the
organization
HUMAN RELATIONS:
Conflicts are natural, cannot be avoided, &
may benefit the organization.
INTERACTIONIST VIEW:
Selective encouragement of conflicts is
required for keeping a group vibrant, self-
critical and creative
 FATE OF CONFLICTS

CONFLICT

FUNCTION DYSFUNCTIO
AL NAL

RELATIONS PROCES
TASK HIP S
LEVEL OF CONFLICT AND
PERFORMANCE
(Graphical Representation)

High
Unit Performance

C
A B

Low Level of Conflict

Low High
FORMS OF CONFLICT
 CONFLICT PROCESS
Stage I Stage II Stage
Stage
Potential Cognition and Stage IV V
III
opposition or personalization Behavior Outcom
Intention
incompatibility Conflict
s es
Increased
Perceive handling group
Antecedent d technique performa
Overt
conditions conflict •Competing nce
conflict
•Communica •Collaboratin •Party’s
tion g behavior
•Structure •Compromisi •Other’s
•Personal Felt ng Decrease
reaction
Variables conflict •Avoiding d group
•Accommoda performa
ting nce
 STAGE I
POTENTIAL OPPOSITION OR
INCOMPATIBILITY
STAGE II
COGNITION AND
PERSONALIZATION
STAGE III
INTENTIONS

TWO DIMENSIONS
DIMENSIONS OF CONFLICT
HANDLING TECHNIQUES

High
(Coopera Accommoda Collaborati
tive ting ng
Behaviou
r)
Concern
For Compromis
Others ing

Low Avoiding Competin

(Uncooperat g
ive Low High
(Unassertive
Behaviour) (Assertive
Behaviour) CONCERN FOR
Behaviour)
SELF
RESOLVING CONFLICTS
STAGE IV
BEHAVIOR

Includes statements ,actions and reactions

made by the parties.
CONFLICT MANAGEMENT
TECHNIQUES
CONFLICT RESOLUTION TECHNIQUES

Problem solving
Super ordinate goals
Expansion of resources
Avoidance
Smoothing
Compromise
Authoritative command
Altering the human variable
Altering the structural variables
Contd…….

CONFLICT STIMULATION TECHNIQUES

Communication
Bringing in outsiders
Restructuring the organization
Appointing a devil’s advocate
STAGE V
OUTCOMES
NEGOTIATION

A process in
which two or more
parties exchange
goods or services
and attempt to
agree on the
exchange rate for
them.
BARGAINING
STRATEGIES
NEGOTIATION PROCESS
Preparation and
planning

Definition of
ground rules

Clarification and
justification

Bargaining and
problem solving

Closure and
implementation
INDIVIDUAL
DIFFERENCES
HARVARD BUSINESS
REVIEW
Six Habits of Merely
Effective Negotiators

By 
        James K. Sebenius

Copyright © 2007 Harvard Business School Publishing Corporation

 Habits for effective
negotiators-
 Neglecting the Other Side’s Problem eg.EPA
regulations permitted leaks of up to 1,500 gallons, while
this new technology detected 8-ounce leaks. Fearing the
device would spawn regulatory trouble, potential
customers said, “No deal!”
 Letting Price Bulldoze Other Interests-Most deals
involve interests besides price
 Letting Positions Drive out Interests-
Incompatible positions may mask compatible interests.
Your gain isn’t necessarily your “opponent’s” loss.
contd….
 Searching Too Hard for Common Ground - common
ground helps negotiations, different interests can give
each party what it values most, at minimum cost to the
other.
 Neglecting BATNA - BATNAs (“best alternative to a
negotiated agreement”) represent your actions if the
proposed deal weren’t possible; e.g., walk away, approach
another buyer.
 Failing to Correct for Skewed Vision - •    Role bias •
   Partisan perceptions
INDIAN JOURNAL

Displacing the Conflict: Environmental

Destruction in Bangladesh and Ethnic
Conflict in India
BY
Ashok Swain
Department of Peace and Conflict Research, Uppsala University

Journal of Peace Research, Vol. 33, No. 2, 189-204 (1996)

DOI: 10.1177/0022343396033002005
 
According to Journals….
 How conflict shifted from one place to other
 Spread of conflicts between natives and
migrants
 Political disturbances
 How the receiving society affected by
immigration
 Change in geopolitics in receiving areas
 Environmental issues
References

 Organizational Behavior
Stephens P. Robbins, Timothy A . Judge, 12th Edition, Prentice-
Hall India
 Organizational Behavior
K. Aswathappa , 6th Edition, Himalaya Publishing House,2005
 Harvard Business Review
 Department of Peace and Conflict Research, Uppsala
University-Journal of Peace Research
 THANKS  !!
AND……..YOUR
THOUGHTS
EXPERIENCES
QUESTIONS