Conflict and Negotiation 2023

GROUP 4 Presentation
Group 4 : CONFLICT AND NEGOTIATION

Presentation outline
 Approaches to conflict in an
Organisational set up
 Resolution strategies in an organisational
set up
 Principles of negotiations
Definition of Conflict
• It’s a struggle, disagreement, clash of interests, opinions or
principles which can be emotional, intellectual or
theoretical within a society varying from personal, racial,
class, caste, political and international.
• HOCKER AND WILMOT (1992) define it from a
communication perspective as “an expressed struggle
between at least two interdependent parties who perceive
incompatible goals, scarce resources and interference from
other parties from achieving their goals.
• it expresses the deficit between a key goal and reality.
Types of conflict
 Intrapersonal conflict
 Interpersonal conflict
 Intragroup conflict
 Intra-organisational
 Inter-organisational
Burton – Human Needs
 Burton says that conflict stems from unsatisfied human
needs
 In conflict, people represent their interests, but not
their underlying needs; however, they will use power
and coercion to meet those needs
Galtung – Structural Violence
 Inequalities embedded in the social structure
lead to violence and conflict.
 Unless those underlying inequalities are
solved, then violence will continue
 Prime example is lower-class people dying
because health care resources are granted to
the upper-class
Coser – social function of conflict
 Conflict is not always dysfunctional for the relationship within which

it occurs; often, conflict is necessary to maintain such a relationship
 Conflict not only generates new norms, new institutions…it may be
said to be stimulating directly in the economic and technological
realm.
 If Coser is correct, and conflict serves a socially useful function, then
should conflicts be resolved?
Game Theory
 Zero-sum game
 fixed pie
 People assume that they can either win or lose.
 If I win a quarter, they lose a quarter – the sum is always
zero
 you give up nothing, because it means the other side wins
what you give up
Conflict Cycle
Conflict cycle stages
• Latent stage-potential for conflict but no violence. People have different
views, values, interest. Language of us and them starts. Conflict begin to
take shape
• Emergence stage-2 sides express open hostility. Us and them begin
enemity with each other
• Escalation stage-conflict grows worse. Each side look for allies from
outside the conflict area for moral and physical support
• Deadlock stage- 2 sides openly at war. The possible situations 10
stalemate-each side matching the other in violence 2) surge of violence on
one side 3) exhaustion of strength and resources on both sides
• De-escalation stage-settlement involve comprise often with bitter
arguments over what the compromises will be
…cont
• Resolution stage-now agreement has to be put into effect. Both
sides need to create a new order together. They have to face up
to the past, share their grieves and reconcile their differences
• Aftermath stage-both sides have to obey and maintain the
agreements or resolution consequences to put at mum
likelihood of another conflict emergence
APPROACHES TO CONFLICT
Destructive Conflict
 Characteristics of destructive escalation
 parties become less flexible
 goals are narrowly defined and rigid
 primary goal is to defeat the other party – assumes the
other side must lose
 becomes protracted and intractable
 Characteristics of destructive agreements
 damages relationships
 promotes inequality & power imbalance
 outcomes are imposed unilaterally
 often requires redress or revenge
 outcomes are often oppressive to one side
 DOES NOT SOLVE UNDERLYING CAUSES
 Constructive conflicts are not the absence of
destructive elements


Constructive
Characteristics of constructiveConflicts
interaction changes often
escalation
 flexible goals/objectives
 guided by belief that all parties can win
 Characteristics of constructive agreements
 strengthens relationships
 restores equality
 recognizing the other parties as legitimate
 using benefits/promises rather than threats/coercion
 find mutually acceptable solutions
 Conflict is actually solved
Conflict Continuum
 Negotiation is at the bottom because negotiation
theory is the base for all forms of conflict resolution
(mediation, arbitration, even diplomacy)
Strategic resolutions to Conflict within an organizational
set up
Kilman (1976) -5 resolutions emloyed addressing conflict

1. Accommodation
2. Collaborating
3. Avoiding
4. Competing
5. Compromising
…cont
Krach (2017)
• Welcome healthy disagreements
• Pre-empty unnecessary conflicts/ don’t ignore conflict
• Familiarize yourself with different approaches
• Respect boundaries
• Resolves emotions before disputes
• Address tension when it arises/ identify solution
• Act quickly
CONFLICT NEGOTIATION
Conflict negotiation is the process of resolving a dispute or
a conflict permanently, by providing for each sides' needs,
and adequately addressing their interests so that they are
satisfied with the outcome.
For Sandra Cleary (2002) negotiation is a process of

focusing on a problem between two or more parties in order
to find a workable or sustainable solution
Principled Negotiation
 1. Separate People from Problems

 2. Focus on Interests not Positions
 Topic interests/goals
 Relational interests/goals
 Identity or Face interests/goals
 Process interests/goals
 3. Invent solutions for mutual gain
 4. Insist the result be based on some objective
criteria
Negotiation Principles
1. Principle of reversal (taking the point of view of the opponent, empathy or
perspective taking)
2. Principle of win-win or no deal(something for everyone at the end)

3. Principle of walkaway (Do not close all channels)
4. Principle of timing (80% of the outcome in negotiation is based on the last
20% or 20 hours of timing when negotiating )
5. Principle of authority (negotiators should show the ability to reward or hurt
the opposition)
Conclusion
• Conflict inevitability has proven to be a reality in our
workplaces. As professionals, practically incorporating
conflict resolution strategies with skills, attributes and self
awareness would arrest peacefully any existing
disagreements or maintain the satisfactory status of
workers’ relationships if there ever been any.

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GROUP 4 Presentation

Group 4 : CONFLICT AND NEGOTIATION

 Conflict is not always dysfunctional for the relationship within which

Kilman (1976) -5 resolutions emloyed addressing conflict

For Sandra Cleary (2002) negotiation is a process of

 1. Separate People from Problems

2. Principle of win-win or no deal(something for everyone at the end)

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