CONFLICT &
NEGOTIATION
Dosen : Rini Sarianti, S.E,[Link]
Group 3 by :
- Lathifah Decdebels Aulia.R ( 20059217 )
- Lauzia Fadhila Nareswari ( 20059218 )
- Lutfhia Nurul Hanum ( 20059219 )
- Mona Ratu Chania ( 20059221 )
- Muhammad Husnul Ulya ( 20059225 )
- Muhammad Jidan ( 20059226 )
WHAT IS CONFLICT?
-> Is 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.
There are several views on conflict,
namely:
1. Traditional view (Conflict as
something negative, evil, destructive
and irrational)
2. Interactionist view (Conflict is not
CONFLICT VIEW
only negative, but can be also builds
and makes individuals creative)
3. Resolution Focused view (Only a
few conflicts are beneficial)
- Functional Conflict: Conflict that supports group
goals and enhances its performance.
- Functional conflict: conflict that hinders group
performance.
CONFLICTS THAT
- Task conflict: conflict over work content and goals. IS IN VIEW
- Relationship conflict: conflict based on
interpersonal relationships.
INTERACTIONIST
- Process conflict: conflict about how the work is
carried out.
The development of views on conflict is divided
into:
[Link] views (1930-1940s)
The belief that all conflicts are harmful and should
CONFLICT THOUGHT be avoided
2. The Human Relations View (1940 – 1970s)
TRANSITION The belief that conflict is a natural and inevitable
outcome of groups
3. The Interactionist View
The belief that conflict is not only a positive force
in the group but conflict is also very necessary for
the group to perform effectively.
Conflict Process
Conflict Process Stage 2
Cognition and Personalization :
Stage 1 If at Stage 1 a negative condition appears,
Potential opposition or incompatibility : then at this stage the condition is defined,
Conditions that create conflict even though
according to the perception of the
these conditions do not lead directly to conflict.
This condition is caused, among others, by:
conflicting party.
- Communication - Perceived conflict: awareness of one or
Poor communication in the organization causes more parties to the existence of a conflict
discomfort among members of the organization. that creates opportunities for conflict to
- Structure
occur
Job demands cause discomfort among
organizational members - Perceived conflict: emotional
- Personal Variables involvement during conflict that creates
Personal dislike of other individuals anxiety, tension, frustration, or violence
Conflict Process Stage IV
Behavior
"Conflict-related behavior in
Stage III organizations can be addressed with
Intentions
Conflict Management"
1. Competing (Competing if only one person wins)
2. Collaborating (Looking for a win-win solution)
3. Compromising (It is not clear who won and lost)
4. Avoiding (Avoiding or ignoring with who disagrees)
5. Accomodating (Sacrificing to manage the
relationship)
Conflict Process
Stage V
Outcomes
At this stage the conflict can be determined whether it is a
Functional Conflict or a Dysfunctional Conflict. "Usually due
to conflict, organizational performance declines"
The interactionist view does
not argue that all conflicts
are good, they divide
Functional Conflict vs conflicts into:
Dysfunctional Conflict • Functional Conflict
Conflicts that support group goals and
improve performance
• Dysfunctional Conflict
Conflict that hinders group performance.
TYPES OF CONFLICT
1. Task Conflict :
2. Process Conflict : 3. Relationship Conflict :
Conflicts related to the
Conflicts related to how Conflict based on
content and objectives of
to do work. personal relationships.
the work.
Based on research, relationship conflict almost always results in
dysfunctional conflict
CAUSES OF CONFLICT 3. One or both parties
feel aggrieved
1. Differences of opinion
4. Feelings that are
always sensitive
2. Misunderstood
5. Conflicts caused by
internal factors
-> The importance of conflict in the
organization
Useful for making changes or innovations and producing
better problem solving. Conflict also shows
organizational dynamics.
-> The importance of knowing there is a
conflict.
Conflicts that arise can be immediately prevented,
directed and even eliminated
WHAT IS NEGOTIATION ?
-> Is a process in which two or more
parties exchange goods or services
and attempt to agree on the exchange
rate for them.
Negotiation Strategy
There are two types of negotiation strategies, namely:
- Distributive negotiations: negotiations that seek to share a fixed
amount of resources; win-lose situation.
Example: There is a beef trader in the market, then there is a buyer who
wants to buy the beef from the trader. The seller has set the right price,
but the buyer is still bidding. So that the bidding process occurs.
- Integrative negotiations: negotiations that seek one or more
STRATEGY
settlements that can create a win-win solution.
Example: a clothing store applies for a loan from the bank. But the bank
NEGOTIATIONS
is not sure about the clothes shop owner because they are often late in
making payments. However, the owner of the clothing store provides a
guarantee to the Bank, if the owner of the clothing store does not keep
the promise of repayment within the specified period, the guarantee is
entitled to become the property of the Bank.
• Preparation and planning
-> We have to find out what led us to bring up the negotiation. Who is
involved and what is their perception, what do we want to get from the
negotiation.
• Definition of ground rules
-> We have already planned and developed the strategy so we are ready to
implement the ground rules and procedures regarding the parties to the
negotiations. NEGOTIATION
• Clarification and justification
-> Our party with other parties will explain more clearly and more deeply
PROCESS
about the request submitted. Bargaining and troubleshooting
This is the point where the parties involved give each other leeway to each
other in the negotiations.
• Closure and implementation
-> The negotiating parties have agreed to a mutual agreement and
developed procedures according to the agreement through implementation
and mutual supervision.
1. The Role of Personality Traits in Negotiations
- The nature does not appear to have a direct significant effect
on the outcome of either the bargaining or the negotiation
process.
2. Gender differences in negotiations
- Women negotiate no differently than men, although men
seem to negotiate slightly better results.
NEGOTIATION PROBLEMS - Men and women with the same power base use the same
negotiating style.
- Women's attitudes towards negotiations and their success
as negotiators are less favorable than men's.
3. Cultural Differences in Negotiating
- Affects the number and types of preparations for bargaining
- Influence relationships at work with interpersonal
relationships
- Affects the tactics used
- Affects where negotiations take place
2. Moving with [pulling]:
Pays attention, proposes ideas, agrees,
develops interactions, repeats criticisms,
NEGOTIATION seeks common ground, expresses feelings of
others.
BEHAVIOR
PATTERN 3. Moving away [withdrawing] :
Avoid confrontation, avoid relationships
and disputes, withdraw the content of
the conversation, remain silent, do not
respond to questions.
1. Moving against [pushing]: 4. Not moving [letting be] :
Explaining, demonstrating, directing, Observing, paying attention, focusing
repeating, clarifying issues, gathering on "here and now", going with the
feelings, arguing, appealing, judging, flow, being flexible, adapting to the
disapproving, challenging, pointing out situation and liking it.
weaknesses in the other.
Third Party Negotiation
MEDIATOR ARBITRATOR CONCILIATOR CONSULTANT
A neutral third party a third party in a negotiation a trusted 3rd party who neutral 3rd party,
who facilitates the who has the authority to provides an informal trained in conflict
settlement of dictate the agreement. management, who
communication link
negotiations by using between the negotiator seeks to facilitate
reasoning, persuasion, and the opponent. creative problem solving
and alternative through communication
suggestions. and analysis.
Thankyou!!
