1. Conflict and Negotiation SKILLS
12/12/2016
Suwarn Kumar Singh, Anita Poudel, Shilu Pradhan

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. Anticipate and Acknowledge: Perspective Building

5. Anticipate and Acknowledge: Perspective Noting [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

6. Anticipate and Acknowledge: Perspective Making [10 min]
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

7. Anticipate and Acknowledge: Perspective Taking

8. Conflict: Definition
Conflict is a disagreement between two or more people about policies, process, activities or outcome;
It may be defined as a struggle or contest between people with opposing needs, ideas, beliefs, values, or goals;
Conflict is neither be good nor bad in itself;

9. Conflict: Definition
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.

10. Conflict: Transitions Thought
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
The traditional view of conflict believes that conflict is bad and it should be avoided as much as possible. This view was more prevalent in the 1930’s and 40’s than it is today. This view held that conflict was the result of poor communication, lack of openness, or failure to respond to employee needs. All these things are negative and can be fixed so management thought that conflict could be fixed and should be fixed.
(c) 2008 Prentice-Hall, All rights reserved.

11. Conflict: Transitions Thought
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
The views of conflict have shifted over the years and have developed into more acceptance of conflict as a natural and inevitable outcome of group dynamics. This idea focuses on productive conflict resolution and is called the resolution focused view of conflict.
The current view on conflict is that it is not only a positive force in a group but it is actually necessary for a group to perform effectively. This is called the interactionist view of conflict and is widely accepted today.
(c) 2008 Prentice-Hall, All rights reserved.

12. Conflict: Understanding
Entry level educational qualification for lower ranks army personals in Nepal Army.

13. Conflict: Understanding
Number of states in Nepal: Federalization Context ?

14. Conflict: Functional vs Dysfunctional
functional conflict
Conflict that supports the goals and improve performance
dysfunctional conflict
Conflict that hinders the goals and improve performance

15. Understanding Sharing
Mostly observed conflict types in your group work

16. Conflict: Types Interpersonal Intragroup Intergroup
Interorganizational

17. Conflict: Types Mapping
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
There are many types of interactionist conflict including task, relationship, and process. Task conflict arises when there is conflict over the content and/or goals of the work. If this type of conflict exists at low to moderate levels, then this is a functional conflict that can help individuals seek clarification or new ideas on how to accomplish their goals.
Relationship conflict is based on problems between individuals and is almost always dysfunctional.
Process conflict occurs when there is disagreement on how the work gets done. Low levels of process conflict represent functional conflict.
(c) 2008 Prentice-Hall, All rights reserved.

18. Conflict: Types Mapping
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
There are many types of interactionist conflict including task, relationship, and process. Task conflict arises when there is conflict over the content and/or goals of the work. If this type of conflict exists at low to moderate levels, then this is a functional conflict that can help individuals seek clarification or new ideas on how to accomplish their goals.
Relationship conflict is based on problems between individuals and is almost always dysfunctional.
Process conflict occurs when there is disagreement on how the work gets done. Low levels of process conflict represent functional conflict.
(c) 2008 Prentice-Hall, All rights reserved.

19. Conflict: Characteristics
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.

20. Conflict Management
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.

21. How do we manage the conflict: Army’s prospective
Experience Sharing
How do we manage the conflict: Army’s prospective

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

23. Conflict Management Competing Assertiveness Collaborating Compromising
Cooperativeness
Assertiveness
Accommodating
Avoiding
Competing
Collaborating
Compromising

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

25. Conflict: Effects on Organization Performance

26. Conflict: Resolution modes

27. Thank you for having understanding on conflict without conflict

28. 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 1/3rd of 17 camels & my youngest son will get 1/9th of 17 camels.

29. 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?

30. Negotiation: Macro Perspectives
“It is the process of combining conflicting positions into a common position, under the decision rule of unanimity”.
Henry Kissinger
“Negotiation is about getting the best possible deal in the best possible way”.
To confer or discuss with another with a view toward reaching an agreement.

31. Negotiation: Macro Perspectives
Negotiation is a process of two or more parties working together to arrive at mutually acceptable resolution of one or more issues;
It deals with the conflicting situation of two or more conflicting parties to settle down the issue;
Negotiation refers to a process of seeking to influence others;
It is a ‘give-and-take’ bargaining process;
Negotiation occurs everyday.

32. 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;

33. 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.

34. Negotiation Objective: Expanding the Pie

35. Negotiation: Micro Perspective
7 Elements and 4 steps framework

36. Negotiation: Elements
Communication
Relationship
Interest
Options
Legitimacy
Commitment
BATNA

37. Negotiation: Elements
Communication: Listen actively and acknowledge what is being said;
Relationship: Separate the people from the problem;
Interest: A negotiator’s fears, concerns, unmet needs & things one cares about and wants;

38. Negotiation: Elements
Options: The full spectrum of possible agreements;
Legitimacy: Include things like legal requirements, relevant precedents, customs, market prices or wages, professional standards and policies;
Commitment :- is making sure the agreement reached is realistic and that both sides can keep their end; 

39. Negotiation: Elements

40. BATNA: Best Alternative To a Negotiated Agreement
BATNA is the standard against which any proposed agreement should be measured;
It is the least damaging outcome anticipated if no agreement is reach;
It is your "walk away point" .

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

42. Negotiation: Prepare
1. 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?

43. Negotiation: Prepare

44. Negotiation Analysis: Case
What would be the strategies you would use in going for negotiation?

45. Negotiation Analysis: Case

46. Negotiation Analysis: Case

47. What can be the ZOPA?
Zone of potential agreement

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. Rethinking the United Nation's (UN) Role: Case on Negotiation
Apply and Act
Rethinking the United Nation's (UN) Role: Case on Negotiation

53. 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.

54. Analyzing and Advancing: Key Success Factors
Focus on interests not positions
I’m good, you’re good (respect)
Clear, specific and understandable communication
Let them express!! (Opportunity for participation: Listening is key)
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

55. Analyzing and Advancing: Key Success Factors
Agreement is the key