Conflict and Negotiation

By The Suburban Achievers

Bundit Phuprasert

Madhu Chalamani

Michelle Roach

Porsche Saharat Jarumon

Tara Phillips

What is a conflict?

Friction or opposition resulting from actual or perceived differences or incompatibilities

Conflict is built into human existence Basis for conflict is our fight or flight response. Conflict can be resolved through learned

process. Conflicts are every where – Family, Marriage,

Cultural, Political and Organizational

Components of conflict

Assumptions

• The act of taking for granted or supposing (Wikipedia)

Perceptions

• Perception is our sensory experience of world around us. (about.com)

Emotions or Feelings

Components of Conflict …

Assumptions

Perceptions Feelings

What is Negotiation?

Negotiation is the process of searching for an agreement that satisfies various parties.

An agreement may be reached either through a barter or through real negotiation.

A barter allows only one party - the party in a position of power - to "win"; the other party is forced to accept something of lesser value.

A real negotiation implies a "win-win" situation, in which all parties are satisfied.

Negotiation styles

Negotiation strategy/process

Acknowledge/Understand the Assumptions, Perceptions and Feelings of all parties involved in the conflict.

Identify the worst and best possible outcomes. Apply a negotiation style.

Effectively harness emotions to validate assumptions and perceptions of all parties.

Example

Real world example of a conflict in an organizational setting

Conflict narration Negotiation strategy

• Assumptions, Perceptions and Feelings

• Negotiation style

• How did the conflict get resolved?

Conflict NarrationAmy and John, had always shared a cordial business relationship.

Unfortunately a change in their office introduced an unforeseen compromise to their relationship. Company XYZ, their employer, needed to move staff from their large offices into small, adjacent cubicles. Because the staff members are moving from offices to cubicles, they have to become accustomed to the difference in space. To help with this transition each staff member can choose their own space on shelves that run the length of the walls. John and Amy were happy enough to be working next to one another, until they had to claim shelf space which the company provided for them.

John, argued that he had more crucial items to store than Amy, so he should be entitled to the larger shelf which was closer to her cubicle. Amy pointed out that John’s items were mostly personal affects rather than work related materials. Amy demanded she was entitled to the shelf because it was closest to her, even if she did not have as many items to store as John.

Negotiation Strategy – Step 1Assumptions/Perceptions/Emotions

Amy’s Assumptions John’s AssumptionsShelf space belongs to her Any one can use it

Amy’s Perceptions John’s PerceptionsJohn is mean at times Amy is too possessive

she will never get the space back once it is gone.

Amy’s Emotions John’s EmotionsFear Anger

Possessive Rejected

Step 2- Pick a negotiation style

For Amy,Best: Keep the shelf space with preserving the relationship.

Worst: Give up the shelf space with preserving the relationship.

Amy’s negotiation style?

Collaborate/AccommodateFor John,Best: Get the shelf space.

Worst: Not get the shelf space.

John’s negotiation style?

Defeat / Withdraw

Negotiate

What was the outcome?

Amy gave up the shelf space.

Job-aid for similar conflicts

What do you want or need?

What do you want or need?

Identify:•Assumptions•Perceptions

•Feelings

Person 1 Person 2

What is most important to you in the end?

Outcome RelationshipIndifferent

Compromise(Split the

difference “win”)

Accommodate(Lose-Win)

Withdraw(Lose-Lose)

Defeat(Win-Lose)

Collaborate(Win-Win)