CONFLICT AND NEGOTIATION SKILLS. Suwarn Kumar Singh, Anita Poudel, Shilu Pradhan

Transcription

1 CONFLICT AND NEGOTIATION SKILLS 5/12/2017 Suwarn Kumar Singh, Anita Poudel, Shilu Pradhan

2 2 Pairs of 3 A s:

3 Session Guiding Framework Anticipate and Acknowledge Definition, Characteristics, Elements and Tools Apply and Act Understand and act on Case Analyzing and Advancing Review case for: Critical Success Factors

4 4 MANAGING CONFLICTS

5 5 Anticipate and Acknowledge: Perspective Building

6 Anticipate and Acknowledge: Perspective Noting 6 [5 Min] Your Individual perspective and understanding about Conflict on separate meta card. It should include: Definition: One line Characteristics: Some but important Types: Relevant and Critical

7 Anticipate and Acknowledge: Perspective Making [10 min] 7 Consolidate individual perspectives and understandings about Conflict on separate provided flip charts. It should include: Definition: One line Characteristics: Some but important Types: Relevant and Critical

8 8 Anticipate and Acknowledge: Perspective Taking

9 Conflict: Definition 9 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 -S.P Robbins

10 Conflict: Definition 10 A natural and inevitable fact of personal/ organizational life; Occurs due to various reasons ranging from personalities, attitude to rules, regulations, policies, practices and available resources; May have positive or negative implications;

11 Conflict: Transitions Thought 11 Traditional View of Conflict The belief that all conflict is harmful and must be avoided Prevalent view in the 1930s-1940s Conflict resulted from: Poor communication Lack of openness Failure to respond to employee needs

12 Conflict: Transitions Thought 12 Resolution Focused View of Conflict The belief that conflict is a natural and inevitable outcome in any group Focuses on productive conflict resolution Interactionist View of Conflict The belief that conflict is not only a positive force in a group but that it is absolutely necessary for a group to perform effectively Current view

13 Conflict: Understanding 13 Entry level educational qualification for lower ranks in Nepal Army.

14 Experience Sharing on Conflict 14 No of states in Nepal in context of federalization?

15 15 Conflict: Functional Vs Dysfunctional

16 Conflict: Types 16 Interpersonal Intragroup Intergroup Interorganizational

17 Conflict: Types Mapping 17 Task Conflict Conflicts over content and goals of the work Low-to-moderate levels of this type are FUNCTIONAL Relationship Conflict Conflict based on interpersonal relationships Almost always DYSFUNCTIONAL Process Conflict Conflict over how work gets done Low levels of this type are FUNCTIONAL

18 Conflict: Types Mapping 18 Value Conflict Different criteria for evaluating ideas or behavior Different ways of life, ideology or religion - DYSFUNCTIONAL Structural Conflict Unequal control, ownership, or distribution of resources Unequal power or Authority - FUNCTIONAL Interest Conflict Procedural interests Psychological interests - DYSFUNCTIONAL

19 Research Findings 19 A Study on Workplace Conflict at Nepalese Government Organizations by NASC Faculties: Anita Poudel Shilu Pradhan Rameshwor Bhandari

20 Conflict Variables 1. Personal Variable 2. External Factors 3. Communication Factors 4. Structural Factors 5. Leadership Factors

21 Conflict: Characteristics 21 Conflict inherently involves some sense of struggle or incompatibility or perceived difference among values, goals, or desires; Action, whether overt or covert, is key to interpersonal conflict. Until action or expression occurs, conflict is latent, lurking below the surface; Power or attempts to influence inevitably occur within conflicts.

22 Conflict Management 22 Is the practice of being able to identify and handle conflicts sensibly, fairly and efficiently. It is the use of resolution and stimulation techniques to achieve the desired level of conflict.

23 Experience Sharing 23 How do we intervene the conflict: Army s prospective

24 Conflict Management: Two Broad Dimensions 24 Cooperativeness Attempting to satisfy the other party's concerns Assertiveness Attempting to satisfy the one's own concerns

25 Assertiveness Conflict Management Competing Collaborating Avoiding Cooperativeness Accommodating

26 Conflict Management: Dimensions 26 Dimensions Characteristics Conflict Table Avoiding Accommodating Compromising Competing Collaborating Desire to withdraw or suppress a conflict. willingness to place opponent s interests above own. Willingness to give up something. Desire to satisfy one s interest regardless of impact of other party to the conflict. Desire to satisfy fully concerns of all parties. Lose-Lose Lose-Win Some Win-some Lose Win-Lose Win-Win

27 Conflict: Effects on Organization Performance

28 Conflict: Resolution modes

29 29 Thank you for having sharing on conflict without having any conflict

30 30 NEGOTIATION

31 Does it involve negotiation? 31 Machines don t fight wars. Terrain doesn t fight wars. Humans fight wars. You must get into the minds of humans. That s where battles are won. US Air Force Colonel John Boyd

32 Story of 17 camels & 3 sons Once there was a man who owned seventeen camels. One day, he called his three sons and said, I am too old to look after my camels. So I shall divide my seventeen camels amongst the three of you. My eldest son will get half the camels, my second son will get 1/3 rd of 17 camels & my youngest son will get 1/9 th of 17 camels.

33 Story of 17 camels & 3 sons As it is not possible to divide 17 into half, or 17 by 3 or 17 by 9, the sons started to fight with each other. How will the sons divide the camels?

34 Moral of the Story The attitude of negotiation is to find the 18th camel i.e. the common ground. In order to reach a solution, the first step is to believe that there is a solution.

35 Negotiation: Macro Perspectives It is the process of combining conflicting positions into a common position, under the decision rule of unanimity. Henry Kissinger

36 Negotiation: Characteristics Leave little to chance: The more prepared you are to negotiate, the easier it is to improvise; Show empathy: It boils down to how well you can see the world the way they re seeing it; Be sensitive to nonverbal cues: When the eyes say one thing, and the tongue another, a practiced man relies on the language of the first;

37 Negotiation: Characteristics Don t take things personally: Half our mistakes in life arise from feeling when we ought to think and thinking when we ought to feel; Be an innovative and creative problem-solver: Find a way to expand the pie, so that there s more for everyone; Stay flexible: It s the key to compromise, which in turn is key in reaching concessions and conclusions.

38 Negotiation Elements: Getting to YES Separate the people from the problem Focus on interest not on position Invent options together for mutual gains Figure out the objective criteria Know your BATNA Communication and Relationship is key Legitimacy and Commitment is required

39 Focus on interest not on position

40 What can be the ZOPA? Zone of potential agreement

41 Know your BATNA 41 It is the standard against which any proposed agreement should be measured It is a walk away alternative Successful negotiation is satisfying your interest better than you could by exercising your BATNA

42 Negotiation: Elements

43 Negotiation: Tools Going into the balcony:- It is the place of self control, place of calm, & place of perspective Listening & Respect :- The cheapest concession that one can make in a negotiation is give someone basic respect Power of reframing:- It is about moving from positions to interest. Power of bridging :- It is about making the other side easier to make the decisions in our favor

44 Negotiation Objective: Expanding the Pie

45 Negotiation: Four step framework 45 1.Prepare: Plan your Negotiation Strategy 2. Negotiate: Use Key Tactics for Success 3. Close: Create a Contract 4. Perform and Evaluate: Finish the End Game

46 Negotiation: Prepare Understand the Need (cost-benefit of negotiation) Should I negotiate? 2. Understand negotiation context Is this a position based or interest based negotiation? 3. Dispute resolution Vs Negotiation Am I trying to resolve a dispute or make deal? 4. Negotiation Analysis How should I analyze a negotiation?

47 Negotiation: Prepare

48 Negotiation: Negotiate (3 important aspect) 1. Get to know the other side To know people from other culture is difficult E.g: Americans are time oriented, however, Asians try to know the other party. Informal talks are always significant before negotiation 2. Understand your power What is your power during negotiation? - Generally believed that information is the main source of power in the negotiation.

49 Negotiation: Negotiate (3 important aspect) Ask question, harvest information and use that information to analyze your position and interest; More time should be spent in listening; Eg: German vs. Chinese negotiators: Chinese asks 3 times more questions than German. They harvest more information and analyze them during negotiators. 3. Use psychological tools and avoid traps Defining your BATNA and knowing others BATNA is the key. Q. Will you tell your BATNA?: Y/N N: If BATNA is weak, if you are negotiating from weak position you hide Y: If BATNA is strong, if you are in a strong position you should reveal

50 Physical work out Arm Wrestle with someone else for 10 seconds and you will receive a point every time you push other s hand towards table. Score as many points as possible within 10 seconds This is the problem of mythical fixed pie assumption.. Key is Negotiate to enlarge the pie

51 Negotiation: Contract Management Contract: Agreement enforceable by law Contract performance and evaluation

52 Apply and Act 52 Case on Negotiation: Mining 1000 kg Gold in Atlantic Ocean Guideline for Group: Work in group for 10 min: Formulate negotiation strategy Round 1: Negotiation for 15 min Work in group: Going into Balcony Round 2: Negotiate for 10 min and close negotiation by shaking hands

53 Analyzing and Advancing: Key Success Factors 53 Focus on interests not positions I m good, you re good (relationship) My way or the highway (not good) Let them express!! (Opportunity for participation) Tricks of the trade! (Dealing with Bullies: Bullies are afraid to fail) Create options for mutual gain (BATNA) Separate people from problem Be firm using objective criteria Understand Polarization, Time and Situation

54 Analyzing and Advancing: Key Success Factors 54 Agreement is the key

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