1.  Learning Objectives:  Understand the meaning, levels and sources of Conflict  Discuss various ways and styles to deal with conflict  Recognize the cultural differences in tolerance for conflict  Understand the meaning, and consequences of Stress  Understand different types of stressors  Understand elements that moderate stress  Explore various strategies to cope with stress at work  Understand the nature and approaches to negotiation

2.  People think they have a conflict when opinions and intensions regarding a task or a decision are perceived as incompatible  Various Approaches to Conflict are:  Psycho-Social Approach  Economic Approach  Descriptive Approach  Normative Approach

3.  Intra-individual Conflict  Interpersonal conflict  Structural Conflict

4.  Effective conflict management contributes to learning, change and effectiveness in an organisation  The task of the effective manager is seen as to maintain an optimal level of conflict, while keeping conflicts focused on productive purposes

5.  Recognizing Tolerance for Conflict Across Cultures  Culture often shapes the nature of conflict by influencing tolerance for conflict and determining how people view their context, evaluate decisions and relate to others  Two levels of conflict: high tolerance end and low tolerance end  Integrating conflict and Negotiation from the Gandhian perspective  Mahatma’s approach to conflict and negotiation uses ultimate or general values as a source of conflict and negotiation related norms. These norms can be found at three levels in his writings ▪ First Level (for conflict goals) ▪ Second Level (for conflict and struggle process) ▪ Third Level (for conflict resolution)

6.  Deviation from normal psychological or physiological functioning caused by exigencies in the individual's immediate environment is called stress  Stressors emerge from various sources outside and within the organisation, they can be categorized as extra-organisational, organisational, group level and individual level stressors

7.  Stress and its Moderators:  Intrinsic motivation as a moderator  Social support  Perceptions of subjective control  Personality  Coping with Stress:  Primary Interventions ▪ The focus of primary interventions is on moderating or redesigning the environment to be less stressful to the individual  Secondary Interventions ▪ Secondary prevention addresses the consequences rather than the sources of stress. Therefore, the individual has to develop and strengthen his/her resistance to that stress  Tertiary Interventions ▪ Tertiary prevention is concerned with the treatment, rehabilitation and recovery process of those individuals who have suffered or are suffering from serious ill health because of stress

8.  Negotiation is defined as a process by which two or more parties decide what each will give and take in the exchange  The process of negotiation may be conducted formally, or informally and subtly  Elements and the Factors affecting Negotiation:  Parties  Issues  Alternatives  Interests  Negotiations  Outcomes

9.  The negotiators not only need to know their counterparts and their needs, but also the following:  alternatives to negotiated agreement  the linked processes of "creating" and "claiming" value and  efforts to "change the game" itself  OR  Distinguishing between the Interests, Issues and Position  Knowing one’s Alternatives to the negotiated Agreement  Creating and Claiming Value  Changing the Game

10.  Integrative or collaborative bargaining is recommended for negotiating 'rights and responsibilities' as opposed to hard economic issues, in which:  The parties explore options to increase the size of the joint gain without respect to the division of payoffs  The bargaining, or negotiation, follows a joint problem-solving format and to benefit all parties  Parties under integrative bargaining recognize and define a problem, search for possible solutions to it, evaluate them, and select one that maximizes joint gain  The effectiveness of this process depends on parties’ willingness to share information combined with open communication