ASSIGNMENT

BEHAVIORAL SCIENCE
TOPIC: CONFLICT MANAGEMENT
SUBMITTED BY: SUBMITTED TO:
RAHUL AHUJA DR. PAYAL CHANDEL
B.TECH CSE 3RD SEM
SECTION : B
ASET
 CONTENTS:
What is a conflict
Characteristics of
conflict
Views of conflict
Sources of conflict
Level of conflict &types of conflict
1. Group conflict
2. Individual conflict
 Conflict management
1. 5 ways to manage conflict
2. Conflict continuum
3. Avoidance
4. Competition
5. Accommodation
6. Compromise
7. Collaboration
Tips for managing conflict
Negotiation
Negotiation process
Individual differences in negotiation effectiveness
 WHAT IS A CONFLICT
An expressed struggle between at least two interdependent parties
who perceive incompatible goals, scarce resources, and interference
from the other party in achieving their goals.
Or
A process that begins when one party perceives that another party
has negatively affected or about to affect something that the first
party cares about.
 Characteristics of
conflict
Interpersonal conflict requires at least two people. (Conflict within ones
self, or interpersonal conflict, generally is studied by psychologists.
Communication students and scholars are interested in communication
between people. )
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.
 VIEWS OF CONFLICT
Human relations
Traditional view Integrationist view
view
The belief that all That belief that The belief that
conflicts are conflict is a natural conflict is not only a
harmful and must and inevitable positive force in
be avoided. outcome in any group but that it is
group. absolutely necessary
for a group to
perform effectively.
 Sources of Conflict
Conflicts may
originate from a
number of different
sources, including

Differences in Rivalries in which

information, beliefs, A scarcity of some one person or group
values, interests, or resource. competes with
desires. another.
 Level of conflict &Types of
conflict
Organization Within & between organization
Group Within & between group
Individual Within & between individual
 Group Conflict

Intragroup conflict: Intergroup conflict:

conflict among members of a between two or more groups
group
early stages of group
development
ways of doing tasks or reaching
groups goals
 Individual Conflict
Interpersonal conflict:
between two or more people a
differences in views about what
should be done
differences in orientation to
work and time in different
parts of an organization
Intrapersonal conflict:
occurs within an individual
threat to a persons values
feeding of unfair treatment
multiple and contradictory
sources of socialization
Conflict Management

is defined as the opportunity to

improve situations and strengthen
relationships
 Avoidance

Collaboration 5 ways Competition (A)

(D)

to manage
conflict

Accommodation
Compromise (C)
(B)
 Conflict Continuum
I win, you lose (competitionA)
I lose or give in (accommodateB)
We both get something (compromiseC)
We both win(collaborateD)
 AVOIDANCE
People who avoid conflict are generally unassertive and
uncooperative.
Avoid the conflict entirely or delay their response instead of
voicing concerns
Can create some space in an emotional environment
Not a good long-term strategy
 Competition

PROS CONS
The winner is clear Establishes the battleground
Winners usually experience for the next conflict
gains May cause worthy competitors
to withdraw or leave the
organization
 Accommodation

PROS CONS
Curtails conflict situation Sometimes establishes a
precedence
Enhances ego of the other
Does not fully engage
participants
 COMPROMISE

PROS CONS
Shows good will No one gets what they want
Establishes friendship May feel like a dead end
 COLLABORATION

PROS CONS
Everyone wins Hard to achieve since no one
Creates good feelings knows how
Often confusing since players
can win something they
didnt know they wanted
 TIPS FOR MANAGING CONFLICT
Avoids feelings or perceptions that imply the other person is wrong or needs
to change.
Communicates a desire to work together to explore a problem or seek a
solution.
Exhibits behaviour that is spontaneous and destruction-free.
Identifies with another team members problems, shares feelings, and accepts
the team members reaction.
Treats other team members with respect and trust.
Investigate issues rather than taking sides on them.
 NEGOTIATION
Is a process that occurs when two or more parties decide how to
allocate scarce resources
Bargaining Strategies
There are two general approaches to negotiation :
Distributive Bargaining
The most identifying feature is that it operates under zero-sum
conditions, that is any gain I make is at your expense and vice
versa.
 So the essence of distributive bargaining is negotiating over who
gets what share of a fixed pie.
Integrative Bargaining
Operates under the assumption that one or more settlements can
create a win-win solution .
Both parties must be engaged for it to work.
 NEGOTIATION PROCESS
5 steps of the negotiation process
1 PREPARATION AND PLANNING
Make sure that your goal stays paramount in your discussions
Put your goals in writing and develop a range of outcomes to keep your
attention focused.
Assess what you think are the other partys goals.
Once you have gathered your information , use it to develop a strategy.
2 DEFINITION OF GROUND RULES:
During this phase , the parties will exchange their initial proposals or demands.
At this phase you are ready to begin defining with the other party the ground rules
and procedures of the negotiation itself
3 Clarification and justification:
At this phase both you and the other party will explain ,amplify , clarify and
justify your original demands.
4 Bargaining and problem solving:
This is where both parties will undoubtedly need to make concessions.
5-Closure and implementation
The final step in the negotiation process is formalizing the agreement that
has been worked out and developing any procedures necessary for
implementation and monitoring.
 INDIVIDUAL DIFFERENCES IN
NEGOTIATION EFFECTIVENESS
Moods and emotions in negotiation
Emotions play an important part in the negotiation process,
Negative emotions can cause intense and even irrational
behaviour, and can cause conflicts to escalate and negotiations to
break down. On the other hand, positive emotions often facilitate
reaching an agreement and help to maximize joint gains.
Faced with the choice between changing ones mind and proving that
there is no need to do so, almost everybody gets busy on the proof.

John Kenneth Galbraith