Conflict and Negotiation Management

Question: Discuss about the Conflict and Negotiation Management. Answer: Introduction Currently, most organizations experience a conflict that arises from different causes. However, the most common and amicable technique applied by managers to handle conflicts is the negotiation (Alper, et al. 2000, p. 625-642). In this report, I have given an in-depth discussion on the subject of conflict and negotiation. The discussion is built from the literature review, followed by the description of diagnostic tools that are contrasted by the theories and assertions from the literature review. Then finally, I have identified the areas that I need improvements based on the diagnostic tools as well as the literature review. Similarly, I developed a realistic plan of activities intended to up my knowledge and skills in conflicts regarding conflicts and negotiation for next 6months. Literature review Definition of terms The turbulent business environment has necessitated organizations not to give a chance to non-constructive activities from deviating them from the pursuance of business interests (Awan, et al. 2015, p. 115-126). Conflict is described as the disagreements between people or groups (Alper, et al. 2000, p. 625-642). Also, conflict can be a situation whereby a party perceives that its interests are opposed to the other within a group, different group, the same organization or different organization (Anderson Sleap, 2004). Simply, it is the state of the disagreement caused by the feelings that ones interests are suppressed by the other. However, conflicts may be functional or dysfunctional to the organization (Alper, et al. 2000, p. 635-642). The causes of conflicts have a correlation with the effects of the conflicts on the organization performance. Perhaps, some scholars associate unconstructive conflicts to fragile conflicts management approaches that fail to suppress growing unrest from the employees (Awan, et al. 2015, p. 115-126). Although there is some evidence that sometimes conflicts positively contributes to the performance of the organization, but the reality is that the positive performance can only be realized if the management applies professional and conceptual skills to handle conflict (Bacal, 2004, p. 21-22). To resolve these differences among the groups, negotiation is employed. Negotiation, therefore, refers to the dialogue between the affected parties to craft an outcome that suits every aggrieved party (David Ariel, 2008, p. 143-190). For the process to be successful, fairness should be applied to reach a solution that mutually benefits all parties. It thus calls for individuals to relax their strong stands over the matter (Folger, et al. 2005). Therefore, the negotiation process goes through; preparation, discussion, clarification of goals, negotiation, agreement and finally implementation of agreed resolutions. Theories and models of conflicts and negotiation For the conflicts to be durably solved, various models are applied. In this review, I found the following models essential for enhancing success during the negotiation process. Firstly, there is the application of a cooperative model. It involves the consideration of the benefits that can be derived from the cooperation (Mahony Klaas, 2008, p. 251-271). Most importantly, an insight into the metrics like the nature of the conflicts, and the aims each party wants to achieve. While resolving the conflicts, the adoption of cooperation strategy will enhance trust and further creates to a mutually beneficial decision (Suppiah Rose, 2006). However, the use of competitive strategy results to a win lose situation that I bet is not palatable for the loser. It delimits the degree of the compliance by the loser and can be considered destructive (Folger, et al. 2005). Secondly, Roger Fisher and William Ury have explained the use of Principled Negotiation in the negotiation. They advocates for the utilization of four principles to enhance an effective conflict resolution process. The negotiator has to first and foremost separate people from their problem followed by focusing on the interests of the groups (Whetten Cameron, 2012). Thirdly, the negotiator has to generate different options before settling on the agreement. Finally, the negotiator must stress the relevance of basing on the objective criteria while settling on the agreement (Suppiah Rose, 2006). Thirdly, John Burton has advocated the use of Human needs Model. In the model, he states that conflicts are inevitable in the society where an individual or a group is deprived of its fundamental needs. Fixing such a situation demands the identification of the essential needs and be accommodated in the solution (Tillett French, 2006). These models are however not conclusive techniques that all forms of conflicts should be followed while addressing them. There are other theories based on conflict transformation and conflict transmutation that equally gives their view regarding effective ways of handling conflicts in the organization and the group level. Notably, the current management practices require managers with tacit knowledge about the causes of conflicts and possible consequences of the disagreements to the organizational performance (Singleton, et al. 2011, p. 149-163). For instance, elements like differing values, opposing interests, personality conflicts, poor communication, personal problems, and others need to be identified, and staffs are coached how to avoid or manage such situations. Laying down conflict management procedures in the organization can at least caution the affected group to embrace a useful strategy in seeking a situation rather than paralyzing the entire activities in the organization to be felt (Bacal, 2004, p. 21-22). The applicable diagnostic tools Belbin Team roles inventory Belbin proposed five steps that can be utilized to deal with conflict when it erupts in a team (Fisher, et al. 2001). He did not assure that the techniques can consequently solve the conflict but can significantly assist to bring order. A succinct understanding of team role can assist reduce the protagonists that may seem endless in the organization. Team dynamism is a subject of interest for leaders since it helps them to clearly define members roles and employ all possible methods that can enhance achievement of the team objective (David Ariel, 2008, p. 143-190). Belbin emphasized the use of mediation to resolve conflicts. Some of the stages he suggested include identifying the conflicts, brainstorm, letting the party take responsibility, selection of best solution and signing off for monitoring. Indeed, this process is similar to the five stages discussed in the literature review. Johari Window The tool aids individuals to understand the relationship that should exist between themselves and others. The window has four panes where each part suggests various distinctive ways individuals should use while handling others or communicating with others. The arena area contains public behavior (Scott Gerardi, 2011, p. 70-80). Simply, they are things that an individual knows as well as the ones that the group knows. The blind arena contains the information and individual may not know about himself, but the group knows. The hidden arena contains confidential information an individual may know but not available in the group. Lastly, the unknown pane has things that are neither known to the group or an individual. Thomas Khilman Conflict Questionnaire (TKI) It gives adequate information on ways individuals should take in handling different situations in group dynamics. Thomas Khilman focuses on the main two ways of handling conflict, and that is cooperatives and assertiveness. In the measuring of individuals response to a conflict situation, five basic ways are proposed. They include competing, accommodating, compromising, collaborating and competing (Shaw, 2004). The blatant fact is that conflict is resolved through negotiation if the aggrieved parties are willing to relax the firm stands over their interests and listen to the other parties (David Ronald, 2006, p. 359-390). The strength is both the tools and theories applied in addressing conflicts situation involves the consideration of demands of all parties and leading them to select one option that mutually benefits others (Whetten Cameron, 2012). It is clear that as a manager, I can be better because of my ability to identify the cause, listening to the claim, involving the parties in selecting one course of action and further my knowledge in monitoring the compliance with the agreement (Jehn Mannix, 2001). On the contrary, these tools have partially given succinct techniques of handling persistent conflicts where no party is willing to entertain negotiation. While applying the tools, I may lack adequate information regarding handling conflicts in different groups and levels. However, I only have general knowledge in dealing with conflict. The areas I need to improve based on the literature review This topic is fundamental in assisting me to identify some weaknesses I possessed in handling conflicts. First, I have to improve my listening skills and accommodate the interests of each party before consciously agreeing on one solution. Also, I have realized that my use of collaboration in all situations does not entirely apply everywhere. Conflict is solved in whichever way provided a lasting solution is found. Personal development plan Name Date Personal analysis Strengths I have a firm mastery of the types of conflict and the possible causes. This understanding has significantly helped me handle conflicts among groups before negatively impacting the group morale. Secondly, I possess effective communication skills and talks with some vehement that makes most of the people to listen to me. The ability to effectively articulate ideas and exact tackling of issues reduces the chances of resistance in the conflicting parties. Besides, I have the ability to apply collaboration, accommodative and compromising. Also, I have the potential to discern group dynamism and understand impacts of groups worrying interests. Weakness As usual, nobody is perfect. I am easily swayed by the loud party. Also, I havent been applying competing and conflicting approaches to solving conflicts. Sometimes, I am unconscious about the need of establishing the culture that advocates peaceful coexistence among the people as well as groups. Goals setting Attend conflict and negotiation classes to enhance my negotiating strength Reading journals about organization conflicts and negotiation to up my understanding of group dynamic. Learn appropriate measures to create a positive climate during conflicts negotiation. Staying strong to avoid being swayed by one side Personal and interpersonal skills I am assertive in addressing issues as well as a good listener of the opinions and ideas from the other parties. Personal objectives To build strong groups through creating an environment where the opinion of every one matters. Establishing effective communication channels in the organization to prevent possibility of conflicts. Unifying people and all departments to work towards common goals. Creating distinctive culture that doesnt perceive conflict as the option to handle compromising situations. Remaining positive and optimistic in every situation. Conclusion To sum up, the eruption of conflict in the organization does not always have adverse effects on the organization. However, the majority of the conflicts experienced in the current turbulent business environment are based on controversial parties that aim to satisfy personal interests. Managers, therefore, need to familiarize will possible causes and employ appropriate measures discussed in the report to solve the conflict. Most importantly, negotiation is the best general approach that constitutes other forms that perfectly fosters order and conversion to a universal agreement among the conflicting parties. It can be through an intense focus on the entire topic of conflict and negotiation that managers can stay updated about various ways of managing people in the organization. References Alper, S., Tjosvold, D., Law, K. (2000). Conflict management, efficacy and performance in an organizational teams: Personnel Psychology, 53, 625-642. Anderson, N., Sleap, S. (2004). An evaluation of gender differences on the Belbin Team Role Self-Perception Inventor: Journal of Occupational and Organizational Psychology. 77, 429-437. Awan, A.G., Qurratul, A., and Shaukat, M. (2015) Role of Family conflict on organizational commitment and effectiveness: Arabian Journal of Business and Management Review, Vol.3 No.1 pp 115-126. Bacal, R. (2004). Organizational conflict: The good, the bad and the ugly. The Journal of Quality and Participation, 27(2), 21-22. David, B. Ariel C., (2008) Toward a Strategic Theory of Workplace Conflict Management, Ohio St. J. Disp. Resolution, 24(1), 143-190. David, B Ronald L. S. (2006) Managing Organizational Conflicts, in the Sage Handbook of Conflict Communication: Integrating Theory. Research, and Practice: Sage Publications, 359-390. Fisher, S. G., Hunter, T. A., Macrosson, W. D. K. (2001). A validation study of Belbin's team roles: European Journal of Work and Organizational Psychology. 10(2), 121-144. Folger, J., Poole, S. M. Stutman, R. (2005). Working through conflict: Boston, MA: Pearson. Jehn, K.A. Mannix, E. (2001). The Dynamic Nature of Conflict: A Longitudinal Study of Intra-group Conflict and Performance. Academy of Management Journal, 44, 238-251. Mahony, D. M. Klaas, B. S. (2008). Comparative Dispute Resolution in the Workplace, Journal of Labor Resources, (29), 251271. Shaw, C. (2004). Cooperation, conflict, and consensus in the organization of American States. New York: Palgrave Macmillan. Singleton, R., Toombs, L. A., Taneja, S., Larkin, C., Pryor, M. G. (2011). Workplace Conflict: A strategic leadership imperative, International Journal of Business and Public Administration, 8(1); 149-163. Scott, C., Gerardi, D. (2011). A strategic approach for managing conflict in hospitals: Responding to The Joint Commission leadership standard, Part 2. Joint Commission Journal on Quality and Patient Safety, 37(2), 70-80. Suppiah, W. Rose, R. (2006). A competence-based view to conflict management: American Journal of Applied Sciences 3(7), 1905-1909. Tillett, G. French, B. (2006). Resolving Conflict: Melbourne, Australia: Oxford University Press. Whetten, D. A. Cameron, K. (2012). Managing Power and Conflict in the workplace: Introduction to International Organizational Behavior Online from: https://www.introtoob.com/textbook/intotoob/chapter7 Conflict and Negotiation Management Question: Write an essay on "Conflict and Negotiation Management". Answer: Introduction The topic chosen to prepare this paper is conflict management. The role of a manager is to handle and manage all kinds of conflicts that arrive at the workplace. There are three main measures that can be managed effectively and professionally for creating a positive effect. Emotions play a critical role in managing conflict as it threatens or enhances relationship among colleagues. This paper focuses on different kind of methods and approaches to deal with conflicts. For managing conflicts, the behaviour of the team members or colleagues in the organization must be enhanced. Methods such as feedback can be followed so that the people can assess themselves and their behaviours (Helms and Oliver 2015). As a manager, I need to ensure that the emotional charges do not outweigh conflict and become dysfunctional. For resolving a conflict, one needs to identify it from an independent perspective. This paper states different ways to prevent and manage conflicts. As an organization has different people with some shared purpose or objective, there are different perspectives that may possibly lead to conflicts. A high performance team can be formed by respecting and accepting each others differences (Driskill and Brenton 2011). The differences can be explained in terms of values and norms on the basis of which effective conflict management can be conducted. Conflict management is one of the strongest characteristics for a manager. Conflicts can be based on different opinions and different signs of discord and must be averted for further conflict escalation (Way, Jimmieson and Bordia 2016). Part 1 Good relationship cannot be established without good internal communication. Since different people have different opinions towards the same subject. In the global world, business communication is necessary to conduct business. The two types of communication are organizational and external communication. It is risky for an organization to have too many conflicts. Human relations cannot be well established without communication. Effective and active communication is not only required for maintaining good relations, but also for achieving efficient business performance. However, conflicts can be useful in making correct decisions and helps in overcoming obstacles in the business (Wilensky 2015). Conflict in an Organization Conflict can be defined is a process of social situation and interaction where the activities of individuals are in a disagreement. A stage of organizational conflict occurs when the colleagues are incompatible with the others in their network. There is a state of dissonance, disagreement and incompatibility among the colleagues at the organization (Lipsky 2015). There are various approaches or types of organizational conflict: Vertical conflicts occur when the supervisor is always instructing its employees to complete his job. This conflict occurs when the organizational structure possesses a high degree of formality (Gelfand et al. 2012). Horizontal conflicts occur when the employees belong to the same hierarchical level. The conflicts occur when there is a difference in opinion, ideas or interests (de Wit, Greer and Jehn 2012). Line staff conflicts occur between the line employees belonging to the same department of an organization (Vaara et al. 2012). Role conflicts occur from fallacious understanding for employees when the role is unclear at a specific amount of time (Kerzner 2013). The two types and causes of conflicts are: personal and organizational conflicts. The personal conflicts can be caused due to the following reasons; Inappropriate communication- The errors arise from the inability or miscommunication from listening. The errors may be caused if information is lost in the process while conducting upward and downward communication. It may also be caused due to inadequate understanding or difference in the emotional status in the moment of communication (Jung, Park and Lee 2012). Personal characteristics- This is another reason that causes conflicts in case of personal disliking. Different people have different personalities and when they work together, it may lead to conflict (Gelfand et al. 2012). Distrust- Trust is the foundation of good relations. It adds value and confidence among the members. The five important dimensions are competence, integrity, loyalty and openness and consistency. When there is suspiciousness and the foundation dwindles, it may lead to conflict (Gelfand et al. 2012). Organizational causes of conflict can be caused using organizational design, characteristics and resources such as budgeting, decision-making and compensations. A few causes of organizational conflicts are: Differentiation of organizational units- The different functional units in the organization such as manufacturing, sales, purchasing and operations are required daily in the organization. There is a difference in working manners and culture due to presence of many people in the different functional areas (Bresman and Zellmer-Bruhn 2013). Dependence in work activities- In an organization, the colleagues depend on each other for certain work. If one colleague has not finished his job, the other person who is depending on his work may create conflict. Sharing limited resources- Resources may be for information technology, financial, human resources and redistribution of employees may be insufficient for conducting activities effectively. This reason may lead to conflict. Compensation system- This system has a direct influence of the employees behaviour as the different variables such as salaries, rewards and incentives may not be acceptable to employees. The employees may be dissatisfied which would lead to conflict (Hopeck et al. 2014). Conflict Process According to Louis R. Pondys approach, there are five stages of conflict process: Latent conflict stage- This is the first stage in which the conflict is hidden and may be caused due to difference in goals, insufficient resources and orientation towards the organization. Conflict perception stage- This is the second stage in which the parties become aware of the latent conflict. Various perceptions are formed in this stage as it goes unrecognized in the latent stage (Moore 2014). Tangible conflict- The conflicts is personalized in this stage as it takes the tangible form such as stress, tensions, anxiety and other uncomfortable feelings (Moore 2014). Manifested conflict stage- In this stage, the conflict behaviour such as apathy to open aggression would be opposite to organizational rules (Moore 2014). Consequence stage- In the final stage, the conflict is e Figure 1: Conflict Process according to Pondys model Source: Created by Author Another model that is quoted in the conflict management theory are the stages same as that of Pondys model. Managing Conflict Figure 2: Conflict Management Process Source: Created by Author The conflict management process goes through the following stages: Diagnosis- It is the most critical element of the conflict management process that involves problem recognition. It is possible to recognize and analyze an effective intervention. It is necessary to find out conflicts in the organization as it would explore strategies for solving conflicts (Buckley and Caple 2014). Intervention- After diagnosis, it is important to carry intervention of the conflicts following process or structural approach. In the process approach, the intensity of conflicts is recognized for matching different styles of handling conflicts. In the structural approach, organizational effectiveness may be improved for altering perceptions of the conflict (Buckley and Caple 2014). Conflict- The two issues or dimensions in conflicts are related to emotional and interpersonal issues. These two types are the conflicts that occur in the workplace, as discussed in the previous section (Buckley and Caple 2014). Learning and effectiveness- The major objectives of managing conflict are to enhance organizational learning involving knowledge acquisition, interpretation and distribution. There are processes and structures for collective learning (Buckley and Caple 2014). According to Thomas-Kilman instrument (TKI), there are five approaches of managing conflict that can be described along two dimensions: assertiveness and cooperativeness. The TKI is ideal for conflict management, team building, leadership development, performance improvement, stress reduction and retention (Cpp.com 2016). Figure 3: Thomas-Kilman Instrument for Conflict Management Source: (Cpp.com 2016) The five approaches are described as follows: Accommodating- The accommodating strategy occurs when one wants to create goodwill or show that they are reasonable. The skills of an accommodator are obedience and selflessness. It may lead to be restricted influence, overlooked ideas and loss of contribution if is overused. In case it is underused, it may lead to low morale and lack of rapport among individuals (Brown 2012). Avoiding- The strategy helps in putting conflict off indefinitely. For managing conflict, the person may have low concern for self and others. It is a situation in which the issues are left unresolved and others are allowed to take ownership (McDermott 2012). Competition- It is easy to recognize a competitor as they are only concerned about winning. They are low on the cooperative scale and high on assertiveness. If the competition is underused, it may lead to indecision or delayed action. If the competition is overused, it may lack feedback and reduce learning (McDermott 2012). Compromise- A compromiser seeks way to meet each partys needs. A compromiser demonstrates skills of moderation and negotiation. An overuse of compromise means a loss of the big picture perspective and lack of trust. If it is underused there may be frequent power struggles and unnecessary confrontations (Brown 2012). Collaboration- A collaborator demonstrates empathy, understanding and ability to listen. In collaboration, the person is high on cooperativeness and assertiveness. The object is to find a creative solution acceptable to everyone (Pietersen, 2014). The Dynamic Conflict Model The dynamic conflict model focuses on the ways in which cues affect conflict resolution in positive or negative ways. The model separates affective and cognitive conflicts. Cognitive conflicts are task-focused conflicts that would de-escalate conflicts. Contrarily, affective conflicts are more focused on emotional issues that would escalate conflicts (Kaufman and Kaufman 2015). Figure 4: Dynamic-Conflict Model Source: (Kaufman and Kaufman 2015) Conflict management helps in allowing groups to talk about disagreements and issues, allowing the people to transfer or share information. Several variables such as openness help in opening conversations and confront arguments. The conflict management positively affects team building. There is a possibility of development and innovation of ideas with conflict resolution. It would enhance team performance and detract it. Part 2 Thomas- Kilman Model Figure 5: Conflict Management Model Conflict is a natural part since no two individuals have the same desires or expectations. The Thomas-Kilmann instrument has been a leader for managing conflict all these years. The instrument does not require any special qualification for administration. There is no need to bring any professional for assistance (Trippe and Baumoel 2015). Every conflict situation has people who have incompatible opinions and can be described along two basic dimensions- assertiveness and cooperativeness. Assertiveness is a behaviour in which the individual attempts to satisfy his own concerns. Cooperativeness is a behaviour in which the individual tries to satisfy others concerns (Trippe and Baumoel 2015). The five approaches are: Accommodating- The approach can be used in circumstances where there is a need for better solution. The circumstances where the employees must be developed through experimenting and learning can also be used in accommodating (Trippe and Baumoel 2015). Competing- The approach can be followed in case of emergency where quick decision is vital. The approach shall also be beneficial when there is a need to protect oneself from others who take advantage of incompetent behaviour (Trippe and Baumoel 2015). Compromising- This approach is used when the two parties have equal power and equally committed goals. The approach can be used to here is a need to arrive to a solution under stress and time pressure (Trippe and Baumoel 2015). Avoiding- This approach shall be used when an issue is more important than the other. The potential costs are high in comparison with the benefits of the conflict resolution (Trippe and Baumoel 2015). Collaborating- This approach shall be used when I need to find an integrative solution and the concerns of both parties are important (Trippe and Baumoel 2015). The cues that others might look for in using the model chosen by me would have different perspectives. Conflict Healthy Response Unhealthy Response Interpersonal Conflict A few healthy responses are control over emotions, respectful of difference of understanding and opinions, and development of growth between the relationships (Yarnell and Neff 2013). A few responses may result in anger, resentful actions and other negative emotions that are a failure from perspectives or both parties (Yarnell and Neff 2013). Intrapersonal Conflict A few responses may be moving from past decisions, learning from mistakes and believe in himself. One may seek advice from family, friends and professional advice for coping strategies (de Wit, Greer and Jehn 2012). A few unhealthy responses can be indecisiveness, anxiety, confusion, and stress. The person may be angry within themselves (de Wit, Greer and Jehn 2012). Conclusion For managing conflicts, the behaviour of the team members or colleagues in the organization must be enhanced. A high performance team can be formed by respecting and accepting each others differences. The two types of communication are organizational and external communication. Effective and active communication is not only required for maintaining god relations, but also for achieving efficient business performance. A stage of organizational conflict occurs when the colleagues are incompatible with the others in their network. The errors may be caused if information is lost in the process while conducting upward and downward communication. Different people have different personalities and when they work together, it may lead to conflict. Organizational causes of conflict can be caused using organizational design, characteristics and resources such as budgeting, decision-making and compensations. In an organization, the colleagues depend on each other for certain work. Various perceptions are formed in this stage as it goes unrecognized in the latent stage. Conflict management process involves solving conflicts, instead of reducing, eliminating and limiting the duration. In the structural approach, organizational effectiveness may be improved for altering perceptions of the conflict. Cognitive conflicts are task-focused conflicts that would de-escalate conflicts. Contrarily, affective conflicts are more focused on emotional issues that would escalate conflicts. The conflict management positively affects team building. References Bresman, H. and Zellmer-Bruhn, M., 2013. The Structural Context of Team Learning: Effects of Organizational and Team Structure on Internal and External Learning.Organization Science, 24(4), pp.1120-1139. Brown, J., 2012. Empowering Students to Create and Claim Value through the Thomas-Kilmann Conflict Mode Instrument.Negotiation Journal, 28(1), pp.79-91. Buckley, R. and Caple, J., 2014.The theory practice of training. London: Kogan Page. Cpp.com, 2016.Thomas-Kilmann Conflict Mode Instrument (TKI). 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