This document discusses conflict, negotiations, and their management. It begins by defining conflict as a collision between people caused by differences in beliefs, attitudes, and perceptions. It then describes the types of conflict as intrapersonal, interpersonal, and intergroup. Causes of conflict include organizational structure, limited resources, incompatible goals, and personality differences. Both positive and negative outcomes of conflict are discussed. The document also covers negotiation strategies like the distributive and integrative approaches, as well as the five phases of negotiation and common mistakes to avoid. It concludes by discussing the role of ethics and cultural variations in negotiations.

1. 6.53
CONFLICT AND
NEGOTIATIONS
FTC 103

2. KEY
OBJECTIVES
 Understand the different types, causes and
consequences of conflict.
 Understand how to manage conflict
effectively.
 Understand the stages of the negotiation
process and how to avoid common
negotiation mistakes.
 Recognize the variations between cultures in
negotiation and conflict.
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3. UNDERSTANDING CONFLICT
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What is Conflict?
Conflict is described as a collision between people
caused by disparities in beliefs, attitudes, comprehension,
interests, needs, and occasionally even perceptions.
Intense debates, physical abuse, and unquestionably a
loss of peace and harmony follow a fight.

4. TYPES OF CONFLICT
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arises within a person. Humans experience
intrapersonal conflict, which is a conflict between what
they should and what they want.
Intrapersonal conflict
occur when two or more people disagree about
something.
Interpersonal conflicts
conflict that takes place among different groups.
When two or more groups and its members dispute or
engage in conflict, this is referred to as intergroup
conflict.
Intergroup conflicts

5. CAUSES AND OUTCOMES OF CONFLICT
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Conflict at work may have a variety of
underlying factors. Never forget that anything
that causes disagreement can also lead to
conflict. Organizations often experience conflict,
but some organizations experience it more
frequently than others.

6. CAUSES OF CONFLICT
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If a business adopts a matrix organizational structure,
decisional conflict will be inherent because the system
mandates that each manager report to two superiors
Organizational Structure
Resources like money, time, and equipment are
frequently in short supply. Competition between
individuals or departments for scarce resources
frequently results in conflict.
Limited Resources
The need to depend on others to do their jobs in order
to achieve your goal, is another reason why people
get into arguments.
Task Interdependence

7. CAUSES OF CONFLICT
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When two parties believe their objectives are
incompatible, conflict can occasionally result.
Incompatible Goals
There are frequently personality variances between
coworkers. We can better comprehend how others
perceive the world by comprehending certain
underlying variations in how people think and act.
Personality Differences
Sometimes a little, accidental communication issue,
like misplaced emails or dealing with callers who don’t
pick up, leads to tension.
Communication Problems

8. OUTCOMES OF CONFLICTS
Consideration of a
broader range of
ideas, resulting in a
better, stronger idea.
Surfacing of
assumptions that
may be inaccurate
Increased participation
and creativity and
clarification of individual
views that build learning
Positive Outcomes of Conflicts
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9. EXAMPLES OF NEGATIVE OUTCOMES
Increased stress and anxiety
among individuals, which
decreases productivity and
satisfaction
Feelings of being defeated and
demeaned, which lowers
individuals’ morale and may
increase turnover
A climate of mistrust, which
hinders the teamwork and
cooperation necessary to get
work done

10. CONFLICT MANAGEMENT
Change the Composition of the Team
Changing the team’s makeup and isolating the
personalities that were at odds may be the
simplest approach if the issue occurs between
team members.
Create a Common Opposing Force
A common enemy like the competition might be
used to defuse group friction within an
organization
Consider Majority Rule
A group dispute may occasionally be settled by majority vote. In
other words, after a vote by the group, the plan with the most
votes is implemented. If the participants believe the process is
fair, the majority rule strategy may be effective.
Problem Solve
When in problem-solving mode, disputing parties
are instructed to put their attention on the issue at
hand rather than on one another and to identify its
underlying causes.
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11. CONFLICT-HANDLING
STYLES
The manner that different people manage conflict
varies. There are five standard methods for
addressing disputes. These styles can be plotted
on a grid that illustrates the varied levels of
assertiveness and cooperation that each style
requires

12. CONFLICT HANDLING-STYLES
Avoidance
The goal of those who adopt
this stance is to completely
avoid conflict by downplaying it.
Accommodation
This approach involves giving in
to what the other party wants,
even if it means sacrificing one’s
own objectives
Compromise
Compromise is a middle-ground
method in which people want to
communicate their concerns and
get their way, but also respect
the interests of the other person.
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13. CONFLICT HANDLING-STYLES
Competition
Competing
personalities seek
to accomplish their
objectives or have
their ideas
accepted,
regardless of what
other people think
or how they feel
Collaboration
This is a tactic to
employ in order to get
the best result from a
conflict: each side
makes an argument
for their side, backing
it with evidence and
logic, while paying
close attention to the
other side.

14. IS CONFLICT ALWAYS BAD?
 Conflict makes most people uncomfortable, but is it necessarily a negative thing? If
conflict paralyzes a company, results in subpar performance, or, in the worst case
scenario, sparks workplace violence, it may be considered dysfunctional.
 Surprisingly, some degree of dispute can really be beneficial (and essential) to the
success of a business. We need to comprehend conflict’s underlying causes, effects,
and management techniques in order to comprehend how to bring it about.
 Performance can be impacted by the influence of too much or too little conflict.
Performance will be poor if conflict levels are too low. Performance usually suffers
when conflict levels are too high.
 Maintaining conflict levels within this range is the aim. Although it may seem strange to
prefer one level of task-related conflict over another, this is because it indicates an
environment where constructive disagreements can occur.
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15. NEGOTIATIONS

16. NEGOTIATIONS
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Parties frequently resolve disputes
through negotiation. Two or more
parties can reach an agreement
through negotiation. The negotiation
process comprises five stages, which
are listed below

17. THE FIVE PHASES OF NEGOTIATIONS
Phase 1:
Investigation
Phase 2:
Determine the
“best alternative
to a negotiated
agreement.”
Phase 3:
Presentation
Phase 4:
Bargaining
Phase 5:
Closure

18. NEGOTIATION STRATEGIES
Distributive Approach
The conventional fixed-pie
strategy is known as the
distributive view of
negotiating. In other
words, they view the
situation as a pie that
needs to be split between
them. Each person tries to
“win” by obtaining more
pie.
Integrative Approach
The integrative method to
negotiation is a more
modern, innovative
strategy. In this strategy,
both parties seek to
combine their objectives
under a wider guise. In
other words, they want to
increase the size of the pie
so that everyone gets
more. This is also known
as a win-win strategy

19. AVOIDING COMMON
MISTAKES IN
NEGOTIATIONS
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Some people are taught to feel that negotiation is a
conflict situation, and these individuals may tend to
avoid negotiations to avoid conflict.
Failing to Negotiate/Accepting the First Offer
Thinking only about yourself is a common mistake, as we saw
in the opening case. Consider the reasons the other party
might wish to accept the offer. People are unlikely to agree to
an agreement that doesn’t benefit them in any way. As you
accomplish your goals, assist them in achieving theirs.
Letting Your Ego Get in the Way
The results of displaying anger during negotiations
have a mixed record. According to some academics,
those who show anger during negotiations perform
worse than those who don’t.
Getting Overly Emotional

20. AVOIDING COMMON
MISTAKES IN
NEGOTIATIONS
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We can set objectives that are large enough to take
into account the main interests of each party and
break the particular impasse we are currently
experiencing. Setting realistic objectives early on that
take into account each party’s concerns will calm the
atmosphere and increase the likelihood that an
agreement will be reached.
Having Unrealistic Expectations
Negotiators who had previously engaged in
unsuccessful negotiations were more willing to do it
again. In comparison to individuals who had previously
negotiated deals successfully, those who had previously
failed to reach an agreement tended to have less
favorable outcomes
Letting Past Negative Outcomes Affect the Present
Ones

21. Mediator
A neutral third party who
facilitates a negotiated
solution by using
reasoning, persuasion,
and suggestions for
alternatives.
Arbitrator
A third party to a
negotiation who has the
authority to dictate an
agreement
Conciliator
A trusted third party who
provides an informal
communication link
between the negotiators
and the opponent(2nd
person/party)
Consultant
An impartial third party,
skilled in conflict
management, who
attempts to facilitate
creative problem solving
through communication
and analysis.
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THIRD-PARTY NEGOTIATIONS

22. THE ROLE OF ETHICS
AND NATIONAL
CULTURE
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Ethics and Negotiations
Ethics establish a way of doing what is right, fair, and honest. If your counterpart
feels you are being unfair or dishonest, he or she is less likely to make any
concessions—or even to negotiate with you in the first place.
Here are some tips for ethical negotiations:
 Be honest.
 Keep your promises.
 “Treat people the way they want to be treated.”

23. REFERENCES
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https://saylordotorg.github.io/text_organizational-
behavior-v1.1/s14-conflict-and-negotiations.html
https://courses.lumenlearning.com/wm-
organizationalbehavior/chapter/third-party-
negotiations/
https://typesofconflict.org/what-is-conflict/

24. THANK YOU!
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