Conflict & Negotiation

Learning Objective(s):
•To understand the concept of conflict &
evaluate both the positive & negative
aspects of conflict.

•To apply, analyze & evaluate the

practical skills, required to resolve
conflicts through negotiations.
Pedagogy
1. Case studies.
2. Case-lets based role
plays.
3. Interactive lectures.
Course coverage
•Defining Conflict
•Nature of Conflict
•Threshold of Conflict
•Conflict & Competition
•Power & conflict.
•Negative & Positive aspects of conflict.
•Impact of unattended conflict.
•Intrapersonal Conflict in organizational context
•Types of Intra-personal Conflict
•Role Conflict
•Role Ambiguity
•Inter-personal Conflict
•Personality & its impact on conflict-handling
•Styles of Handling Inter-personal Conflict
•The Prisoner’s Dilemma *
•Consequences of Interpersonal Conflict
• Managing Interpersonal Conflict
• Strategies for dealing with conflict resolution, in
electronic communication
• Intra-group Conflict
• Types of Groups
• Effects of Intra-group Conflict
• Managing Intra-group Conflicts
• Behavioural styles while handling conflict
• Tailoring one’s behaviour to situational requirement
using Transactional Analysis.
• Intergroup Conflict
• Dynamics of Intergroup Conflict
• Effects of Intergroup Conflict
• Negotiation & Problem Solving
• Impact of poor negotiation skills.
• Role of Non- Verbal Communication in Negotiation &
Conflict resolution.
• Integrative Vs Distributive negotiation.
• Identifying & neutralizing the dirty tricks in
negotiations
 The Prisoner’s dilemma
• Two prisoners accused of the same crime are kept in separate cells.
• Only a confession by one or both can lead to conviction.
• If neither confesses, they can be convicted of a lesser offence, incurring a
penalty of one month in prison.
• If both plead guilty of the major crime, both receive a reduced sentence, five
years.
• If one confesses and the other does not, the first goes free (for having turned
State’s evidence), while the other receives the full sentence, ten years in
prison.

Under the circumstances is it rational to admit guilt, or to deny it?

Conflict & Negotiation
Name of the Course: Conflict & Negotiation

Course Code: 020141403

Program/Sem/Credits: MBA / 4th Semester / 2 Credits

Batch: 2020 - 22

Name of the Faculty: Col. Sunil Brijkrishan

LIST OF COURSE OUTCOMES
 LIST OF COURSE OUTCOMES
• Course Outcome 1 (CO1)
- To explain the fundamental concepts of conflicts in relation to business organizations.

• Course Outcome 2 (CO2)

- To describe the nature of conflicts in organization. Explain different types of conflicts & its
relevance in the context of business.

• Course Outcome 3 (CO3)

- To discover behavioural styles while handling conflicts.

• Course Outcome 4 (CO4)

- To analyse conflict in the light of negotiation tactics

• Course Outcome 5 (CO5)

- To evaluate the practical skills required to resolve conflicts through negotiations
Conflict
 What exactly is a ‘conflict’?
• A conflict is a struggle or an opposition.

• If you & your best friend, both fall in love with the same person, you will have to
find some way to resolve the conflict.

• Conflict comes from the Latin word for striking, but it is not always violent.

• Conflict can arise from opposing ideas.

• If you want to turn your empty lot into a community garden but your wife
envisions a shooting range, you have a conflict.
• If you are torn between two different desires, you are
conflicted.
• Conflict can also be a verb.
• If you schedule a dentist appointment that conflicts with a
meeting, you will have to cancel one of them.
• Conflict is a clash between individuals arising out of a
difference in thought process, attitudes, understanding,
interests, requirements & even sometimes perceptions.
• A conflict results in heated arguments, physical abuses &
definitely loss of peace & harmony.
 Sources of Conflict in Organisational Behaviour
• Organizational factors such as leadership, management, budget &
disagreement about core values, can also contribute.

• The University of Colorado - Boulder, cites a primary cause of

workplace conflict, as poor communication, different values,
differing interests, scarce resources, personality clashes & poor
performance.

• Organizational Conflict or otherwise known as workplace conflict, is

described as the state of disagreement or misunderstanding,
resulting from the actual or perceived dissent of needs, beliefs,
resources & relationship between the members of the organization.
 What are the fundamentals of Conflict Management?
The five primary Conflict Response Styles are:

• Suppression

• Avoidance

• Resolution

• Transformation &

• Transcendence
Suppression:
• Seeking to control or change others in a conflict, is conflict suppression & conflict avoidance.
• It doesn't work.
• Seeking to control or change ourselves in a conflict situation, leads to conflict resolution.

Avoidance:
• Is a person’s method of reacting to conflict, which attempts to avoid directly confronting the issue at
hand.
• Methods of doing this can include changing the subject, putting off a discussion until later, or simply
not bringing up the subject of contention.

Resolution:
• A way for two or more parties to find a peaceful solution to a disagreement among them.
• The disagreement may be personal, financial, political, or emotional.
• When a dispute arises, often the best course of action is negotiation to resolve the disagreement.
Transformation:
• A process of engaging with & transforming the
relationships, interests, discourses & if necessary, the very
constitution of society that supports the continuation of
violent conflict.

Transcendence:
• Aims to help bring parties together in a self-sustaining
process.
• It means redefining the situation, so that what looked
incompatible is unlocked, opening up a new landscape.
 What are the types of conflict in organizations?

• Three types of conflict are common in organizations:

• Task Conflict, Relationship Conflict & Value Conflict.

• Although open communication, collaboration & respect

will go a long way toward conflict management, the
three types of conflict can also benefit from targeted
conflict-resolution tactics.
• Lets see what each means
Task Conflict:
• A workplace disagreement over the best way to accomplish work tasks.
• Causes of task conflict can include differing attitudes, needs or behaviours in an
organization.
• Allocation of resources: A disagreement over the way a company distributes its
resources may cause task conflicts among employees.

Relationship Conflict:
• A disagreement between people (e.g., partners, friends, siblings, or co-workers).
• The root of the conflict might be something like a difference of opinion, experience,
taste, perspective, personality, or beliefs.

Value Conflict:
• When individuals or groups of people hold strong personal beliefs that are in
disagreement within themselves or in disagreement with the institution's/
organization's values.
• These may include religious differences, cultural differences or differences in
upbringing.
• The opposing force created, the conflict within the story, generally comes in
four basic types:

• Conflict with the self

• Conflict with others

• Conflict with the environment &

• Conflict with the supernatural

Conflict with the self, the internal battle a lead character has within, is often
the most powerful.
 What are the 4 types of conflict in the workplace?
• According to Amy Gallo, who wrote the Harvard Business Review
Guide to Managing Conflict at Work, there are four types of work
conflict:

1. Status conflict

2. Task conflict

3. Process conflict &

4. Relationship conflict
 1. Status Conflict

•Disputes over people’s relative status

(i.e. respect) positions in their group's
social hierarchy - as a key group process
that affects task group performance.
 2. Task Conflict

•A workplace disagreement over the best

way to accomplish work tasks.

•Causes of task conflict can include

differing attitudes, needs or behaviors in
an organization.
 3. Process Conflict
• The conflict process deals with the five steps, that help
alleviate friction, disagreement, problems or fighting
within organizations.
• The five steps are:
A. Potential opposition, or incompatibility
B. Cognition & personalization
C. Intentions
D. Behaviour &
E. Outcomes
 A. Potential Opposition, or Incompatibility

• The first stage of the conflict process is called

potential opposition or incompatibility.

• In this stage, there are potential areas of conflict that

could develop & they consist of communication,
structure & personal variables.

• The next step deals with the recognition of the fact that
there is a conflict.
 B. Cognition & Personalization

• If it is determined that potential opposition or

incompatibility exists & both parties feel it, then
conflict is developing.

• If for e.g. Sheela & her new manager, Puneet, are

having a disagreement, they may perceive it, but not be
personally affected by it.
 C. Intentions

•Intentions come between people's perceptions

and emotions & help those who are involved in
the potential conflict to decide to act in a
particular way.
 D. Behaviour
•Behaviour that results from experiencing two
incompatible motivational states at the same
time.

•Conflict behaviour may be manifested in

alternations of approach and retreat or in unrelated
behaviour.
 E. Outcomes

•The functional outcomes, reveal positive

consequences of conflict, while
dysfunctional outcomes, emphasize the negative
consequences of conflict.
 4. Relationship Conflict
•Any kind of disagreement, including an
argument, or an ongoing series of disagreements,
for example, about how to spend money.

•Conflicts & disagreements may result in us

becoming angry & they may also arise because
we have become angry about something else.
 What are 5 Conflict Management skills?
• According to the Thomas-Kilmann Conflict Mode Instrument (TKI), used by
Human Resource (HR) professionals around the world, there are five major
styles of conflict management:

• Collaborating

• Competing

• Avoiding

• Accommodating &

• Compromising.
 Collaborating
•The collaborating conflict style focuses on
coming up with the most cooperative solution to
conflicts.

•That means having an honest discussion about

important issues with all parties involved &
making sure that they have all had their say.
 Competing
• Each style is a way to meet one’s needs in a dispute but
may impact other people in different ways.

• Competing is a style in which one's own needs are

advocated over the needs of others.

• It relies on an aggressive style of communication, low

regard for future relationships & the exercise of
coercive power.
 Avoiding
•Being conflict avoidant, means being afraid of
possible disagreements at all costs.

•Aside from our work life, avoiding conflict can

manifest in our romantic relationships, friendships
& even family dynamics.
 Accommodating
•Accommodating, which describes when a
person is cooperative, but not assertive.

•In other words, they try to satisfy the other

person’s concerns at the expense of their own.

•When not meeting your concerns is low risk to

you, or to the topic in conflict.
 Compromising
•Both sides make concessions, so each party
is somewhat satisfied, but not entirely
satisfied with the outcome.
•In a compromise, each party gives up some
of what they want, in order to move forward.
•By contrast, collaborating means, that both
parties get all their needs met.
How does Conflict benefit
Organizations?
A brief review, how stimulating conflict

can provide benefits to the organization

Conflict is a means to solve problems & bring about radical change

• It is an effective device by which

management can drastically change the
existing power structure, current inter-action
patterns & entrenched attitudes.

• If there is no conflict, it means that the real

problems are not being addressed.
 Conflict facilitates Group Cohesiveness

• Whereas conflict increases, hostility between

groups & external threats, cause a group to pull
together as a unit.
• Conflict with another group, tends to bring
together, those within each group.
• Such intra-group cohesion, is a critical resource,
that draws groups on, in good & especially, in bad
times.
 Conflict improves group & organizational effectiveness
• Groups or organizations devoid of conflict, are likely to
suffer from apathy, stagnation, group-think & other
debilitating diseases.
• In fact, more organizations probably fail, because they have
too little conflict & not because they have too much.
• Stagnation is the biggest threat to organizations, but since it
occurs slowly, its ill effects, often go unnoticed, till it is too
late.
• Conflict can break complacency – & though most of us do
not like conflict, it often is, the last best hope of saving an
organization.
• In general conflicts are dysfunctional & it is one of
management’s responsibilities to keep conflict
intensity as low as humanly possible.

• A few points on the subsequent slides will support this

case……
 The Negative consequences from Conflict can be devastating

• The list of negatives associated with conflict are

awesome.
• The most obvious negatives are, increased turn
over, decreased employee satisfaction,
inefficacies between work units, sabotage, labour
grievances & strikes.
• One study estimated, that managing conflict at
work, costs the average employer nearly 450 days
of management time, a year.
 Effective Manager’s build teamwork

• A good manager builds a coordinated team.

• Conflict works against such an objective.
• When a team works well, the whole
becomes greater than the sum of the parts.
• Management creates teamwork, by
minimizing internal conflicts & facilitating
internal coordination.
 Conflict is avoidable

• It may be true, that conflict is inevitable when an

organization is in a downward spiral, but the goal of
leadership & effective management, is to avoid the
spiral, to begin with.
• You do not see a Mukesh Ambani getting into a
conflict with his Board of Directors.
• It is possible they are complacent, but it is more likely,
because Reliance is a well-run company, doing what it
should & avoiding conflict, as a result.
1
 Prologue

“When a man tells me he

is going to put all his
cards on the table . . . .
I always look up his
sleeve.” 2
 What exactly is ‘Negotiating’?

• It is the ability to influence

people.

• It is the art of letting someone

else have your way.
3
 Definition

• Negotiation takes place, when two or more

people, with differing views, come together to
try and reach agreement on some issue.

• It could be a ‘one-off’ event, or part of an

ongoing relationship.

• It could also be a form of ‘persuasive

communication’; in a word, bargaining. 4
 Approaches to Maximise your Influence
• Precedent. Show examples of where your idea has
worked before. The best precedents come from your
own work area or organization.

• Legitimacy. Use documents to make your idea look

legitimate. Written reports enhance verbal presentation.

• Persistence. Wear down your opposition by being

tenacious. Do not take NO for an answer.

• Competition. Let people know you have choices.

5

....
Approaches to Maximise your Influence (Cont’d)

• Knowledge. Let people know about your

expertise. Show them your qualifications &
impress them with your credentials.

• Rationality. Supply data to back up your opinions.

Present your data in writing. It will further
increase your power.

• Rank. You can rank positively or negatively. Use

rank only as a last resort, reminding people only
momentarily of your position. 6
Persuasive & Negotiation
Communication

Getting what you want Getting the best possible

deal.
Communication
-----------------------------------------
Persuasive Communication
---------------------------------
_______________
| NEGOTIATION |
|_______________ |

Start of Conclusion of
Interaction TIME Interaction
7
 Two Types of Negotiations

1. Distributive 2. Integrative.

- A ‘win / lose’ negotiation. - A ‘win / win’ negotiation.

- Arises when parties are in - Arises when parties see

conflict. aim as being to gain
agreement.

- Each sees objective as - Collaboration and

‘beating the other’. compromise generally
leads to an acceptable
outcome.
- Tactics negative and confrontation
likely. Satisfactory conclusion
difficult.
8
 Uses of Negotiation
• Persuasive Communication & Selling.

• Purchasing.

• Dealing with staff.

• Arbitration.

• In various kinds of business or personal

transactions.
9
10
 1. Core of the Process
It is the process of :
- Identifying.
- Debating.
- Arranging.
- Agreeing terms.

Negotiation demands the ‘trading’ of concessions, be they,

tangible / intangible, major / minor.

REMEMBER: Everything is potentially negotiable.

11
 2. Power to Influence
What gives the Negotiator the power to influence events?

- Promise of a reward.

- Threat of punishment (not to provide . .)

- Legitimacy (factual evidence).

- Bogeys (sympathy).

REMEMBER:
“If you can fake confidence, then everything else is
easy”. 12
 3. Four Essential Rules of Negotiating

• Aim High. (Aim for the best deal.) { The musts

The ideals}

• Get the other person’s ‘shopping list’.

• Keep the whole package in mind.

• Keep searching for variables. (a few more things,

besides. . . )

13
 4. The Point of Balance

REMEMBER : Negotiating is a to & fro process

which moves up & down the line.

(A) (B)
^ ^
|-> < Area of debate > <- |
^
Point of balance
14
 5. Bridges of Rapport

People will see your point of view, if they relate to

it. So. . .
- Open the discussion on a neutral subject.
- When holding back, assure the party, you will make
efforts to come to a mutually agreeable out-turn.
- Demonstrate respect for the person and the process.
- Refer back to the agreement.
- Present values in your offering.
- Present a clear explanation for any complex issues.

15
 6. Trading Concessions

• Never give a concession. Trade it

reluctantly.

• Optimise YOUR concession.

• Minimise THEIR concession.

16
 7. Money Matters
REMEMBER:

- The good Negotiator, if financially numerate,

does his / her financial homework & can work a
calculator.

- In selling, if volume remains constant, a change in

price will directly & dramatically, effect profit.

17
Preparation
The 7 Key Stages

18
 1. Set Clear Objectives

E.g. : If you increase your - The other party must

price by 5% be convinced they are
buying at only 5%
more than last year.

Objectives must be :
S – pecific.
M – easurable.
A – chievable.
R - ealistic.
T - imed.
19
 2. Identify the other persons needs
Ask yourself questions about the other people :
their key and financial needs, their problems, what
priorities they have, what alternatives they see, their
nature . .

Never stop asking, assembling & analyzing

information.

Remember : Information is Power.

20
3. Identify ‘Negotiation’ Elements

Remember : You always need to look for

variables. Try & identify all possible
variables NOW before the meeting.

Divide them into :

Quantifiable & Unquantifiable
Elements Elements
E.g. : Price / Costs E.g. : Service / Design

Then for each element ask yourself :

- What is the best estimate at point of agreement ?
- What is the lowest / worst position acceptable ?
- How will the other party will view this ? 21
 4. Decide on Concessions & their
Value
• What are you prepared to trade ?
• What will they want ?

• What will you give ?

• What will they concede ?

22
 5. Calculate the Overall Effect of
Package

• Add up elements needed to trade.

• If total cost is ‘high’, reconsider individual

elements, so as to assemble a better package.

23
 6. Prepare your Stances (Seesaw e.g..)
• Likely point of agreement, is the point of balance.
• Gap to be closed on either side of point of balance.
• Aim to start your side of discussion, so that you are
approximately in balance with the other party.

Eg : Price Negotiation.

You ^ 12 11 9 8 ^ They
^
Rs 10
24
 7. Prepare to Conduct Meeting
• Remember : The skill of Negotiating is to trade values
rather than costs. So :
- Prepare what you can give : (add value; suggest how
costly it is to you.)
- Prepare for what you are likely to be offered : (how
can you reduce its value; how little it has cost other
party).
- Prepare where you can devalue : (cost to other party;
value of ‘concessions’ to you).
- Prepare where you can increase the value of :
(concessions you offer ; the perceived cost of giving it).

25
 GROUP NEGOTIATIONS

• Preparations here must always include

decisions regarding:
- Who will lead ?
- Who will do what ?
- How a smooth (seamless) handover will
be achieved during the course of the
meeting?
26
 Rehearsal
• Remember : The Rehearsal’.

• So:

• The ultimate form of preparation is ‘- Practice in

front of a mirror.

- Use a tape recorder.

- Try it on a friend or colleague.

27
- Role-play it, informally with someone.
 10 Techniques to Keep Ahead

1. Use Silence.
2. Summarize frequently.
3. Take notes.
4. Promote a good feeling.
5. Read between the lines.
6. Maintain neutrality.
7. Keep thinking.
8. Keep your powder dry.
9. Don’t get hung up on dead lines.
10. REMEMBER, constraints & variables are inter
changeable.
28
29
 Managing the Process

• Have & use a Plan. (Keep on track).

• Sit to Command.
• Keep Numbers down.
• Communicate clearly.
• Deliver.
• To & fro discussion.

30
31
 Reading

• “Between the lines”.

• Listening actively.

• Observing body language

• Reacting to all the rituals in the process, to get the

best possible deal.
32
 How you come over
• Projection – the way you come across.
• Empathy – the ability to see the other persons point of
view & be seen to do so.
• Communicator types :
- High Pressure : Over aggressive and insensitive.
- Take-it-or-leave-it : Lack of commitment.
- Weak : “Nice guys”. Achieve no commitment.
- Ideal : Produce both agreement and commitment.

REMEMBER : Always maintain a balanced overall

approach.
33
• Verbal Signs
- ‘One person says . . . . & means. . .’

• Control the temperature

- Don’t labour an issue.
- Keep the range of issues in mind.
- Leave points on one side to return to &
finalize later.

34
35
 Behavioural ‘Ploys’
Hidden Motives

• Flagging – (‘May I, Perhaps, I think . . .’)

• Summaries - (Helps you to stay on top.)
• Psychological attack – (To rattle people,
play for time, create physical discomfort,
pretend not to understand etc.)
• Defend / Attack Spirals – (If appropriate,
attack w/o warning).
36
• Counter Proposals
Maintaining the Rituals - (Never take the first offer, don’t
make unacceptable conditions, allow adequate time).

Future Relationships - (Aim at a pleasant ending).

Active Listening - (DON’T be distracted, DON’T let

emotion put you off. DO double check if required, DO ask
Qs, DO show your interest).

REMEMBER : Never ASSUME anything. Assuming makes an ASS

out of U & ME. - (ASS – U - ME).

Asking Questions – (Phrase them carefully, prefer ‘open’

questions.
REMEMBER : You want a Dialogue, NOT a Monologue. 37
 Asking Probing Questions

Background Qs - Where are you ? (River)

Probing Qs - Any problems ? (Can’t

swim).

Effect Qs - What next ? (I’ll drown).

Need Qs - Require any help ? (Yes).

38
Responses

39
 1. The “Chaos” Response

• Displays anger, umbrage, ‘storms out’ - hoping

you will give concession or get angry yourself,
apologise and make a concession..

- Keep calm.

- Express concern at any misunderstanding.

- Seek clarification.

- Let things return to normal. 40

 2. The “Poor Me” Response

• Plea for special sympathy, concern - hoping you

will give more because you feel sorry for them.

- Do not be put off.

- Acknowledge the problem.

- Restate your position and take conversation back on

track.

41
 3. The “Not Me” response

• Cannot make decision. Must refer to Boss

- hoping to exert pressure without souring
relations.

- Ask questions designed to ascertain

whether what is said is true or just a ploy.

42
 4. The “Only option” response

• Suggests unacceptable option, without

alternative - hoping you will be forced
into agreement, seeing no option..

- Keep calm and bear your objectives in mind.

- Suggest other alternatives, middle ground perhaps.

- Keep setting out the problem with their suggestions.

43
 5. The “No Way” Response

• States one element as non-negotiable -

hoping you will give up or offer a great
deal to make it negotiable.

- Offer to set that element aside and move

on to other things. Get back to the
original, once rapport is re-established.
44
 6. The “What” Response

• Over reaction to something (shock,

horror), to indicate impasse - hoping you
will offer a quick concession to
compensate.

- Ignore the first response, restate the

issue to prompt a more considered and
informative response.
45
 7. The “Can’t” Response

• Opens with a problem - hoping you will

concede.

- Initially, question for truth.

- Refer to the other variables.

46
 9. The “No-can-do” Response
• A negative, no detail / reason comment -
hoping you will see it as intractable & give in.

- Ask for details. Why is it unacceptable ?

How different does it need to be ?

- Get away from the non-specifics & down to

the facts of the argument.

47
 10. The “Something more” Response
• An out & out request for some extra benefit -
hoping you will give in to gain goodwill.

- Investigate the trading possibilities. (If I

give you ‘X’, will you be able to agree
with ‘Y’?)

48
 11. The “Policy” Response
• ‘Rules’ are quoted as Company policy - hoping you
will read it as unchangeable & will not even try
negotiating.

- Check if this is true, if there are any exceptions &

whether others have authority to make exceptions.

- Rules are meant to be broken, but be prepared to

leave it.

49
 12. The “Sell Me” Response
• Negotiation is dependent on tacit agreement. If
deal is put into question, situation may change -
hoping you will ‘give in’ to secure agreement.

- Ask questions. Should you go back to negotiating,

or is it a ploy?
- If it is, keep negotiating & push even harder.

50
 13. The “Big Vs Little” Response
• A big deal is made of a small point, then used as
a concession for something really wanted -
hoping you will see the first as a real issue &
trade.

- Check real importance.

- Compare and deal with the two things together.

51
 14. The “No Progress” Response

• Things appear to be deadlocked,

no clear way out - hoping you
will see your giving in as the only
way forward.

- Suggest a real change, a break, an

arbitrator.

52
 Fine Tuning
• Responses must be prompt, yet considered.
• Avoid over reaction.
Learning from experience

• Behavioural Response possibilities are almost

infinite.
• Observe everything, monitor what works & keep
notes.
• Use notes for preparing for next negotiating
meeting.

53
 Quotable Quotes

• When in Rome, do as the Romans do. When

elsewhere, live as they live elsewhere.
• Agreements get better results than arguments.
• We cannot direct the wind. . . .but we can adjust
our sails.
• Learn to see a door, where others see a wall.
• It is nice to be important, but it is more
important to be nice.

54
 Epilogue

Last Word.

So, put all your cards on the table . . . . .

. . . . . . . on second thoughts.

55
Negotiations & Resolving Conflicts:

An Overview
• In a successful negotiation, everyone wins.

• The objective should be agreement, not victory.

• Every desire that demands satisfaction & every need to be met - is at least
potentially an occasion for negotiation; whenever people exchange ideas with the
intention of changing relationships, whenever they confer for agreement, they are
negotiating.

• In the course of a week, we are all involved in numerous situations that need to
be dealt with through negotiation; this occurs at work, at home & at recreation.

• A conflict or negotiation situation is one, in which there is a conflict of interests,

or what one wants is not necessarily what the other wants &d where both sides
prefer to search for solutions, rather than giving in, or breaking-off contact.
• A few of us enjoy dealing with conflicts - either with bosses, peers,
subordinates, friends, or strangers & this is particularly true when the
conflict becomes hostile & when strong feelings become involved.

• Resolving conflict can be mentally exhausting & emotionally draining,

but it is important to realize, that conflict that requires resolution, is neither
good nor bad - there can be positive & negative outcomes.

• It can be destructive, but can also play a productive role for you
personally & for your relationships - both personal & professional - the
important point is to manage the conflict, not to suppress it & not to let it
escalate out of control.

• Many of us seek to avoid conflict when it arise, but there are many times
when we should use conflict as a critical aspect of creativity & motivation.
 Potential Positive Outcomes of Conflict

 Can motivate us to try harder-to “Win”.

 Can increase commitment, enhance group loyalty.
 Increased clarity about the problem.
 Can lead to innovative breakthroughs & new approaches.
 Conflict can clarify underlying problems, facilitate change.
 Can focus attention on basic issues & lead to solution.
 Increased energy level; making visible key values.
 Involvement in conflict can sharpen our approaches to
bargaining, influencing, competing.
 Potential Negative Outcomes of Conflict

 Can lead to anger, avoidance, sniping, shouting,

frustration, fear of failure, sense of personal
inadequacy.
 Withholding of critical information.
 Lower productivity from wasteful conflict.
 Careers can be sidetracked; relationships ruined.
 Disrupted patterns of work.
 Consume huge amount of time-loss.
• You will be constantly negotiating & resolving conflict throughout all of
your professional & personal life.
• Given that organizations are becoming less hierarchical, less based on
positional authority, less based on clear boundaries of responsibility &
authority, it is likely that conflict will be an even greater component of
organizations in the future.
• Studies have shown that negotiation skills are among the most significant
determinants of career success.
• While negotiation is an art form to some degree, there are specific
techniques that anyone can learn.
• Understanding these techniques &d developing your skills will be a
critical component of your career success & personal success.
 Major Causes of Conflict
• Opposing interests (or what we think are opposing interests) are at
the core of most conflicts.
• In a modern complex society, we confront these situations many
times a day.
• The modern organization adds a whole new group of potential
causes of conflict that are already present:
• Competition over scarce resources, time.
• Ambiguity over responsibility & authority.
• Differences in perceptions, work styles, attitudes, communication
problems, individual differences. Cont’d . . . .
 Major Causes of Conflict (Cont’d)
 Increasing interdependence as boundaries between individuals & groups
become increasingly blurred

 Reward systems: We work in situations with complex & often contradictory

incentive systems

 Differentiation: Division of labour which is the basis for any organization causes
people & groups to see situations differently & have different goals

 Equity Vs. Equality: Continuous tension exists between equity (the belief that we
should be rewarded relative to our relative contributions) & equality (belief that
everyone should receive the same or similar outcomes).
 The Five Modes of Responding to Conflict
It is useful to categorize the various responses we have to conflict, in terms of two
dimensions:

1. How important or unimportant it is to satisfy our needs &

2. How important or unimportant, it is to satisfy the other person's needs.

Answering these questions results in the following five modes of conflict resolution.

• None is these is “right” or “wrong”.

• There are situations where any would be appropriate. For e.g. if we are cut off driving to
work, we may decide ‘avoidance’ is the best option - other times ‘avoidance’ may be a poor
alternative.

• Similarly, collaboration may be appropriate sometimes, but not at other times.

 Competition: Distributive (Win - Lose) bargaining - satisfying your needs is
important; satisfying the other's needs is not important to you.

 Collaboration: Integrative (Win - Win) - satisfying both your needs & the other's
needs is important.

 Compromising: Satisfying both your needs & the others are moderately important.

 Avoiding: You are indifferent about satisfying either your needs, or the other's
needs: no action is likely.

 Accommodating: Simply yield - it doesn't matter to you & it matters to the other
person.
 Note
• In general, most successful negotiators start off assuming
collaborative (integrative) or ‘Win – Win’ negotiation.

• Most good negotiators will try for a ‘Win – Win’ or aim at a

situation where both sides feel they won.

• Negotiations tend to go much better if both sides perceive they

are in a ‘Win – Win’ situation or both sides approach the
negotiation wanting to ‘create value’ or satisfy both their own
needs & the other's needs.
 The two most problematic types:

 Collaborative (Integrative) &

 Competitive (Distributive)
• Of the two, the more important is Collaborative, since most of your
negotiation and conflict resolution in your personal & professional
life will (or should) be of this nature & this is because, most
negotiation involves situations where we want or need an on-going
relationship with the other person.

• While it is important to develop skills in “competitive” bargaining

(e.g., when buying a car), or skills that allow us to satisfy our
concerns while ignoring the other's goals, this approach has many
negative consequences, for both our personal lives & for our
professional careers, especially if we are to have an on-going
relationship with the other person.
• The key to successful negotiation, is to shift the situation to
a ‘Win – Win’, even if it looks like a ‘Win – Lose’ situation.

• Almost all negotiation has at least some elements of ‘Win –

Win’.

• Successful negotiations, often depend on finding the ‘Win-

Win’ aspects in any situation.

• Only shift to a ‘Win – Lose’ mode, if all else fails.

 Reducing Conflict that Already Exists

Organizations also take steps to reduce conflict. The following list

suggests some of these ways:

 Physical separation
 Hierarchy (the Boss decides)
 Bureaucratic approaches (rules, procedures)
 Integrators & third-party intervention
 Negotiation
 Rotating members
 Interdependent tasks & superordinate goals (“We are all in this,
together...”)
 Inter-group & inter-personal training
 The Two Most Important Kinds of Bargaining:

Distributive (‘Win-Lose’) Vs. Integrative (‘Win-Win’).

All bargaining situations can be divided into two categories:

• Distributive (also called Competitive - Zero sum, Win-Lose,

or claiming value).

• Integrative (Collaborative, Win-Win or creating value).

• Distributive - (also called Competitive - Zero sum - Win-Lose or claiming value).

• In this kind of bargaining, one side ‘Wins’ & one side ‘Loses.’

• In this situation there are fixed resources to be divided so that the more one gets, the less the other gets.

• In this situation, one person's interests oppose the others.

• In many ‘buying’ situations, the more the other person gets of your money, the less you have left.

• The dominant concern in this type of bargaining is usually maximizing one's own interests.

• Dominant strategies in this mode include manipulation, forcing, and withholding information.

• This version is also called ‘claiming value’, since the goal in this type of situation is to increase your own
value & decrease your opponent's.
• Integrative - Collaborative - Win-Win - or creating value).

• In this kind of bargaining, there is a variable amount of resources to be divided and both sides can ‘Win.’

• The dominant concern here is to maximize joint outcomes.

• An example is resolving a different opinion about where you & a friend want to go to dinner.

• Another example is a performance appraisal situation with a subordinate or resolving a situation of a

subordinate who keeps coming in late to work.

• Dominant strategies in this mode include cooperation, sharing information & mutual problem solving.

• This type is also called ‘creating value’ since the goal here is to have both sides leave the negotiating. feeling
they had greater value than before.
• It needs to be emphasized, that many situations contain
elements of both, distributive & integrative bargaining.

• For e.g., in negotiating a price with a customer, to some

degree your interests oppose the customer (you want a higher
price; he wants a lower one), but to some degree, you want
your interests to coincide, (you want both your customer &
you to satisfy both of your interests - you want to be happy;
you want your customer to be happy).
 Integrative or Win-Win Bargaining:
The Critical Points
• Plan & have a concrete strategy - be clear on what is important to you
• Separate people from the problem
• Emphasize ‘Win – Win’ solutions:
• Focus on interests - not positions
• Create Options for Mutual Gain - generate a variety of possibilities before deciding what to do
• Aim for an outcome be based on some objective standard
• Consider the other party's situation:
• Know your BATNA (Best Alternative to Negotiated Aggrement)
• Pay a lot of attention to the flow of negotiation
• Take the Intangibles into account
• Use Active Listening Skills
 Elements that affect Negotiation Intangibles
Some of these intangibles are:
Physical space:
Sometimes where the negotiation takes place can be important; are we negotiating in a space we are
uncomfortable & other is comfortable?

Past interaction:
If there is a history of conflict resolution with this person, think about how this history might affect the upcoming
negotiation

Time pressure:
Think about whether time pressure will affect the negotiation & whether you need to try to change this variable?
Subjective utilities:
Be aware that people place very different values on elements of a negotiation - for example, in negotiating for a
job, you may place a high value on location and relatively lower on salary; it is important to be aware of your
subjective utilities and try to ascertain the other person's subjective utilities; it is difficult to know in advance or
even during the negotiation what a particular outcome will mean to the other party - finding out what is ‘valued’ is
one of the key parts of negotiation.
 Understand the Context for the Conflict
• What are the important personal & organizational consequences of the
conflict?

• What are possible future consequences?

• What behaviour patterns characterize the conflict?

• What are the substantive issues? Are the issues biased by each side's
perceptions & feelings?

• What are the underlying or background factors that have led to the situation
& the related feelings, perceptions & behaviours?
•
 STRATEGIES FOR

MINIMIZING INTERGROUP

CONFLICT
• Since inter-group conflict is such a
common occurrence, it is necessary
for management to be capable of
handling major dysfunctional
conflict, or to prevent conflict from
reaching an intense level.
• The strategy used by managers can
be classified into three categories –
avoidance, defusion & confrontation.
 Avoidance
• Some managers try to avoid conflict situations.
• They try to look the other way or to disregard
derogatory comments or hostile actions by others.
• Sometimes they even leave the work group or
organization to avoid conflict.
• Such managers feel that the conflict will become
less intense over a period of time.
• However, this ‘avoidance’ theory is not feasible
when the other group is attempting to secure
limited resources & such strategy could eventually
result in ineffective group performance.
 Defusion
• This strategy is an attempt to buy time
until the conflict between two groups
becomes less emotional.
• The strategy involves solving minor
points of disagreement & allowing the
major issues to linger.
• The continued reliance on avoidance &
defusion strategies, lowers the prestige of
the manager.
 Confrontation
• One approach is to negotiate the problem.
• A second approach is to find super-ordinate goals that
appeal to the conflicting groups.
• A third strategy involves identifying a “common enemy”
for the conflicting groups. This ‘enemy’ could be a
competitor, or an external factor like a governmental
policy, a dreaded disease like poverty. The groups will
then work harder to ‘combat’ this common enemy.
• A fourth confrontation approach involves increasing the
communication and understanding between the groups.
This is attempted by groups exchanging personnel for a
period of time. The assumption underlying this strategy
is that the exchanged personnel can learn more about
the other group & communicate their impressions back
to their regular groups. How much a person can learn
about another group is however debatable.
• The fifth confrontation approach is to bring the
conflicting groups together and conduct a formal
confrontation meeting. This way both the groups
can present their views to each other & work
through the differences of opinion & perception.

• Some organizations use representatives of groups

in confrontation meetings. These individuals
acquire the groups’ opinions in a meeting &
report them back to their own groups. It is
assumed that any form of confrontation session
results in a degree of increased awareness of
another group.
 CONFLICT
&
NEGOTIATION
 Sources Of Conflict

 Organizational Change

 Personality Clashes

 Value & Perception Differences

 Threat to status
 Classification of Conflict

 Intrapersonal Conflict (Role Ambiguity)

 Interpersonal Conflict (Image & Status)

 Intergroup Conflicts
Classification of Conflict (Contd.)
The Conflict Process
 Stage I: Potential Opposition or Incompatibility
 Communication
 Misunderstandings and ‘noise’

 Structure
 Size and specialization of jobs

 Jurisdictional clarity/ambiguity

 Member/goal incompatibility

 Leadership styles (close or participative)

 Reward systems (win-lose)

 Dependence/interdependence of groups

 Personal Variables
 Differing individual value systems

 Personality types
Stage II: Cognition & Personalization

Conflict Definition

Negative Emotions Positive Feelings

 Stage III: Intentions

Cooperativeness:
• Attempting to satisfy
the other party’s
concerns.
Assertiveness:
• Attempting to satisfy
one’s own concerns.
Stage III: Intentions (Cont’d)
Stage III: Intentions (Cont’d)
Dimensions of Conflict Management
 Stage IV: Behaviour
Party’s Behaviour

Other’s Reaction
 Stage V: Outcomes
 Functional Outcomes from Conflict
 Increased group performance

 Improved quality of decisions

 Stimulation of creativity and innovation

 Encouragement of interest and curiosity

 Provision of a medium for problem-solving

 Creation of an environment for self-evaluation and

change
 Stage V: Outcomes (Cont’d)

 Dysfunctional Outcomes from Conflict

 Development of discontent
 Reduced group effectiveness
 Retarded communication
 Reduced group cohesiveness
 Infighting among group members overcomes
group goals
Negotiation
Bargaining Strategies
 The
Negotiation
Process
INTERGROUP & THIRD PARTY
PEACE MAKING
INTERVENTIONS
 Introduction
 When there is tension, conflict, or competition
among groups, each group sees the other as the
enemy, a negative stereotype.
 Interaction between the two groups decreases,
cutting of feed back & data input between them.
 One group may consider the act of other wrong & in
certain circumstances, the groups may commit the
act of sabotage against the other group.
 In an organization, most people are a aware of the
intergroup conflicts & the pattern of behaviour there
after, but a few know the ways to alleviate the
conflict to avoid the consequences of the conflict.
 Aim of the chapter

 To examine the technology to reduce

interpersonal conflict, as well as
intergroup conflict.
 These interventions are very important
because the serious impact intergroup and
interpersonal conflict has on team,
organizational functioning & on human
satisfaction.
 Conflict prevention technique
 OD methods provide ways of increasing
intergroup cooperation & communication.

 A set of activities developed by Blake,

Shepard & Mouton, is widely applicable
in the situation, when the relation between
the groups are strained or overtly hostile.
 The steps of actions when the groups are strained
& overtly hostile: Step 1
 The leader of the two groups meet with the
consultant & are asked if they think the relation
between the two groups could be better & are
asked if they are willing to search the mechanism
or procedure that may improve intergroup
relations.

 If they commit themselves in deriving such a

mechanism for the betterment of their relationship,
the following actions would take place.
Step 2: Listing of points by the groups
 The two groups meet in separate rooms &
build two lists.
 List 1: They give their thoughts , attitudes,
feelings & perception of the other group
 List 2: The group tries to predict what the
other group is saying about them or dislikes
about them.
Both groups build these two lists.
 Step 3: Interaction on the list
 The two groups come together to share
with each other the information on the
lists. Both the lists are read out by both
the groups.

 The consultants imposes the rule, that

there will be no discussion on the items of
the list & limits question to clarifying the
meaning of the list only.
 Step 4
 The two groups return to their separate meeting
places & discuss what they have learnt about
themselves & the other group.
 Many disagreements & frictions are unfolded as a
result of misinterpretation and miscommunication
which are resolved through this process of
information sharing.

1) To make a list of the priority issues that still need to be

resolved between the two groups.
 Step 5
 The two groups again share the formed
list with each other.
 After comparing their lists, they then
together make one lists containing the
issues (on the basis of importance &
immediacy) & problems that could be
resolved.
 Action steps are generated for every issue
& they are assigned as – who will do what
& when.
 Step 6
 As a follow up, it is desirable to have a
meeting of the two groups or their leaders,
to determine whether the action steps have
occurred & to access how the groups are
doing on their action plan.

 This assures the momentum of the

intervention.
 Modified version of the previous steps by
Fordyce & Weil
1. A positive feedback list which contain the
groups values & likes about the other group.

2. A ‘bug’ list containing the things the group does

not like about the other group.

3. An ‘empathy’ list containing a prediction of

what other group is saying in the list.
 Third party peace making experience.
 Third party intervention into conflict situations
have the potential to control the conflict or
resolve it
 The basic feature of the third party intervention
is confrontation: the two principals, must be
willing to confront the fact, that conflict exists
& the two parties involved.
 The third parties must know how, when &
where to use the confrontation tactics that
surface the conflict for the examination.
 Waltons’ diagnostic model of interpersonal
conflict
 It is based on 4 models:
 The conflict issues
 The precipitating circumstances
 The conflict relevant acts of the principals
 The consequences of the conflict
 Conflict is a cyclical process & the cycles may be
benevolent, malevolent, or self maintaining.
 For accurate diagnosis, one must know the source
of conflict.
 Difference between substantive &
emotional issues
Substantive issues Emotional issues

• Involves disagreement over •Involves negative feelings

policies, practices & difference between the parties (anger,
between roles & role distrust, scorn etc.)
relationships.
• They require problem solving • It requires restructuring
& bargaining behaviour between perception & working through
the principals negative feelings
• Intervention tactics for the third
party, consist of structuring
confrontation & dialogue
between the principals
 Walton’s list the ingredients of productive
confrontation
1. Mutual positive motivation (both the parties are
disposed to attempt to resolve the conflict).

2. Balance is the situational power of the two

principles (power party is more conducive to
success).

3. Synchronization of their confrontation efforts

(initiative & readiness to confront should occur
in concert between the two parties).
4. Appropriate pacing of the differentiation and
integration phases of a dialogue (time must be
allowed for working through of negative
feelings & clarification of ambivalent or
positive feelings).
5. Condition favoring openness in dialogue
(norms supporting openness & reassurance for
openness should be structured for parties).
6. Reliable communicative sign (making certain
that each can understand other).
7. Optimum tension in the situation (there should
be moderate stress on the parties).
 In the differentiating phase of conflict, the
principals clarify the differences that divide them
& sort out the negative feelings they have.
 In the integration phase, the principals seek to
clarify their commonalities, the positive feelings
or ambivalence that may exist & the commonality
of their goals.
 The third party will intervene directly or indirectly
in facilitating dialogue between the principals.
E.g. - interviewing the principals before a
confrontation meeting for setting agenda,
attending to the pace of the dialogue & refereeing
the interaction
 Organization Mirror Intervention (OMI)
 It is a set of activities in which a particular organization
group, gets feedback from the representatives of several
other organizational groups regarding how it is perceived
& regarded.

 This intervention is designed to improve the relationship

between groups & increase the intergroup work
effectiveness.

 It is different from the intergroup team building

intervention in that, 3 or more groups are involved,
representatives of other work related groups typically
participate rather than the full membership & the focus is
to assist the host unit that requested the meetings.
 Partnering
 It is a variation of team building,
strategic planning, having the
objective of forming an effective
problem solving process; the team
comprises of participants from both
the parties, thus creating a single
culture with one set of goals &
objectives for the project.
MANAGING CONFLICT
 Conflict Defined

Conflict is........

• The process that occurs when an individual

perceives that something of importance is
being threatened, or is about to become
threatened.

• The driving force behind conflict is fear!

 Conflicts Results
• When handled improperly, conflict
can result in hostility & a
breakdown in human relations.

• When properly resolved, conflict

can lead to stronger relationships
& greater peace of mind.
Sources of Conflict

• Different Values
• Ineffective Communication
• Personality Clashes
• Policies & Procedures
• Management Styles
 Conflict Instrument

Thomas-Kilmann Conflict Mode Instrument.

• The Thomas-Kilmann Instrument is designed to

measure a person’s behaviour in conflict
situations.

• This instrument will provide you with

information about the way you resolve conflict
with others.
 Conflict Resolution Modes

Competing Collaborating

Assertiveness Compromising
Dimension

Avoiding Accommodating

Cooperativeness Dimension
 Conventional Wisdom
• Competing
- Might makes right

• Accommodating
- Kill your enemies with kindness

• Compromising
- Split the difference

• Collaborating
- Two heads are better than one

• Avoiding
- Leave well enough alone
 Competing
• Competing is assertive & uncooperative - an
individual pursues his own concerns at the other
person’s expense.
• This is a power-oriented mode in which you use
whatever power seems appropriate to win your
own position - your ability to argue, your rank, or
economic sanctions.
• Competing means ‘standing up for your rights,’
defending a position which you believe is correct,
or simply trying to win.
 Accommodating
• Accommodating is unassertive & cooperative -
the complete opposite of competing.
• When accommodating, the individual neglects his
own concerns to satisfy the concerns of the other
person; there is an element of self-sacrifice in this
mode.
• Accommodating might take the form of selfless
generosity or charity, obeying another person’s
order when you would prefer not to, or yielding
to another’s point of view.
 Avoiding
• Avoiding is unassertive & uncooperative - the
person neither pursues his own concerns nor those
of the other individual.

• Thus, he does not deal with the conflict.

• Avoiding might take the form of diplomatically

sidestepping an issue, postponing an issue until a
better time, or simply withdrawing from a
threatening situation.
 Collaborating
• Collaborating is both assertive & cooperative - the
complete opposite of avoiding.
• Collaborating involves an attempt to work with
others to find some solution, that fully satisfies their
concerns.
• It means digging into an issue to pinpoint the
underlying needs & wants of the two individuals.
• Collaborating between two persons might take the
form of exploring a disagreement to learn from each
other’s insights or trying to find a creative solution to
an interpersonal problem.
 Compromising
• Compromising is moderate in both assertiveness &
cooperativeness.
• The objective is to find some expedient, mutually
acceptable solution that partially satisfies both parties.
• It falls intermediate between competing & accommodating.
• Compromising gives up more than competing, but less than
accommodating.
• Likewise, it addresses an issue more directly than avoiding,
but does not explore it in as much depth as collaborating.
• In some situations, compromising might mean splitting the
difference between the two positions, exchanging
concessions, or seeking a quick middle-ground solution.
 Remember!
• Everyone is capable of using all five conflict-handling modes.

• Nobody can be characterized as having a single style of dealing

with conflict, but certain people use some modes better than others
& therefore, tend to rely on those modes more heavily than others -
whether because of temperament, or practice.

• Conflict behaviour in the workplace, is therefore a result of both,

personal predispositions & the requirements of the situation in
which one finds oneself.

• The Thomas-Kilmann Instrument, is designed to measure one’s

use of conflict-handling modes. across a wide variety of group &
organizational settings.
Conflict Resolution Model

• R.I.S.E.
• Above It

• Relax
• Insulate
• Scan
• Explore
 R

• Try to Relax - Time

Gain Perspective
Centre Your Thoughts
Control Your Emotions
Count to 10
Ask Questions!
 I
Insulate Yourself - Distance

• Leave the Area

• Reschedule
• Use a Neutral Party
 S
• Scan the Options - Choose
Compete
Accommodate
Compromise
Collaborate
Avoid
 E
• Explore- Think / Feel

• Two Worlds: Logic / Emotions

• Examine All Points of View
• Communicate Feelings
• Schedule Follow Up
MANAGING PERFORMANCE
 Goal Setting Process

• First, clarify your goals with your

manager.
• Meet with your employees & ask
them to draft individual goals.
• Modify & approve final goals for
each employee.
• Ask each employee to make monthly
process report.
Goal Setting Structure

• 5x4x4
• Structure

Five Goal Criteria

Four Goal Types
Four Goal Components
Goal Criteria

• Specific
• Measurable
• Achievable
• Relevant
• Time-Oriented

• S.M.A.R.T. goals are the key!

 Types of Goals
• Routine: Goals that involve on-going tasks
& maintenance types of activities.
• Innovative: Goals that involve tasks or
activities that have never been done before.
• Problem Solving: Goals that involve
removal of obstacles or modification of
procedures to make a task more efficient.
• Personal Development: Goals that increase
the employee’s skills & value to the
company.
Goal Components

• Action Verb
• Measurable Result
• Completion Date
• Constraints
SIBM PUNE: Conflict & Negotiation Quiz 1- Col. Sunil Brijkrishan
MBA SEM IV (2020-22) Batch

Points: 10/10

1. PRN *

20020141231

2. Name of the Student *

Tushar Muddu

3. The _____ view suggests that conflict is a natural occurrence in all groups.
[Select]
(1/1 Point)

• performance

• human relations "

• traditional

• interactionist

4. What is Negotiation? [Select]

(1/1 Point)

• Negotiation is a method by which people settle differences. It is a process by which

 • Negotiation is a method by which people settle differences. It is a process by which
compromise or agreement is reached while avoiding argument and dispute.

• Negotiation can be defined as a basic means of getting what you want from others.

• All of the given options "

• It is back-and-forth communication designed to reach an agreement

5. Which statement about conflict is false? [Select]

(1/1 Point)

• Conflict is good and healthy for a marriage

• All conflict is resolvable "

• Conflict helps clear the air of negative emotions

• You may need to give yourself permission to have conflict

6. If a conflict becomes “heated” then it's okay to: [Select]

(1/1 Point)

• To keep arguing

• Call your colleagues for advice

• Call a temporary timeout "

• Drop the subject

7. _____ conflict relates to the content & goals of the work. [Select]
(1/1 Point)

• Process
 • Task "

• Functional

• Relationship

8. ______ occurs when one party perceives that another party has negatively
affected, or is about to negatively affect, something that the first party cares
about. [Select]
(1/1 Point)

• Conflict "

• Friction

• Incompatibility

• None of the given options

9. What according to you, is the percentage of marital conflict, that falls in the
category of perpetual ongoing problems? [Select]
(1/1 Point)

• 55%

• 11%

• 69% "

• 80%

10. The best conflict management style is: [Select]

(1/1 Point)

• The avoiding style.

 • The avoiding style.

• The collaborating style. "

• The problem-solving style.

• The bargaining style.

11. The challenges that can arise from conflict include: [Select]
(1/1 Point)

• All of the given options "

• Demotivated staff

• Internally-focused destructive decisions are taken rather than customer-focused

decisions

• Concentration of efforts within narrow group interests

12. The worst approach to a conflict resolution is: [Select]

(1/1 Point)

• To see yourselves as a “team”

• To only want to “win” "

• To assess your own “mindset” first

• To seek a “win-win”

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08/02/2022, 12:17 SIBM PUNE: Conflict & Negotiation Quiz 2- Col. Sunil Brijkrishan

SIBM PUNE: Conflict & Negotiation Quiz 2-

Col. Sunil Brijkrishan
MBA SEM IV (2020-22) Batch

Points: 9/10

1. PRN *

20020141084

2. Name of the Student *

Guttikonda Varun Krishna


3. Relations between an organization carrying out a project & sub-contractors are
characterized as: [Select]
(0/1 Point)

• Competitive

• Partnership

• Adversarial (involving two people or two sides, who oppose each other) 

• Conflictual

4. Project negotiation requirements are, that conflicts must be settled without: [Select]
(1/1 Point)

• Permanent damage 

• Decision making

• Scoping at

• Temporary damage

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08/02/2022, 12:17 SIBM PUNE: Conflict & Negotiation Quiz 2- Col. Sunil Brijkrishan

5. The parties to a negotiation, see themselves as: [Select]

(1/1 Point)

• Justice seekers

• Opponents 

• Problem makers

• Members

6. The total level of conflict is highest during the project’s: [Select]

(1/1 Point)

• Main program stage

• Formation stage

• Phase-out stage

• Build-up stage 

7. Acceptance of a goal for continuous improvement, for a joint-project, is also known as:
[Select]
(1/1 Point)

• Team Quality Management

• Twice Quality Management

• Total Quality Management 

• Top Quality Management

8. The scope of most projects, is subject to considerable: [Select]

(1/1 Point)

• Failure

• Uncertainty 

• Risk

• Success

9. Inter-party agreements must be reached for partnering to: [Select]

(1/1 Point)

• Chartering

• Scoping (act or practice of eyeing or examining).

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08/02/2022, 12:17 SIBM PUNE: Conflict & Negotiation Quiz 2- Col. Sunil Brijkrishan

• Succeed 

• Funding

10. A commitment of finishing a project on schedule means: [Select]

(1/1 Point)

a. Timely resolution of issues

b. Manage a joint schedule

c. Both a) & b) 

d. Managing contractual schedule

11. Conflicts perceive things differently & feel strongly about the: [Select]
(1/1 Point)

• Similarities

• Agreements

• Differences 

• Decisions

12. The cause of a change in environment, can be managed by having some: [Select]
(1/1 Point)

• Error management technology

• Flexibility 

• Restoration

• Back-ups

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SIBM PUNE: Conflict & Negotiation Quiz 3- Col. Sunil Brijkrishan
MBA SEM IV (2020-22) Batch

Points: 10/10

1. PRN *

20020141231

2. Name of the Student *

Tushar Muddu

3. When does the ‘Selective perception’ occur? [Select]

(1/1 Point)

• When the perceiver remembers his or her choices as better than they actually were.

• When the perceiver singles out certain information that supports or reinforces a
prior belief and filters out information that does not confirm that belief. "

• When the perceiver focuses on a niche element, in order to shift the focus of the
discussion

• When the perceiver disconfirms evidence by strengthening his or her beliefs

4. When negotiating the price of a car, you are probably using a ________
bargaining strategy. [Select]
(1/1 Point)
(1/1 Point)

• simulated

• closed

• distributive "

• open

5. Distributive bargaining involves: [Select]

(1/1 Point)

• a limited number of resources & a short term. "

• a win-win situation.

• the long term.

• varying amounts of resources.

6. When does the ‘Halo effect’ occur? [Select]

(1/1 Point)

• When people focus on the appearance of an individual.

• When people who are unskilled have a sense of superiority and behave like they are
wearing a halo

• When people believe the individual, they negotiate with has extraordinary qualities
and is to be revered.

• When people generalize about a variety of attributes based on the knowledge of

one attribute of an individual. "

7. Which of the following is not a characteristic of integrative negotiations?

[Select]
 [Select]
(1/1 Point)

• Use subjective criteria for standards of performance "

• Focus on commonalities rather than differences.

• Invent options for mutual gain

• Commit to meeting the needs of all involved parties

• Exchange information and ideas

8. What does the ‘winner’s curse’ refer to? [Select]

(1/1 Point)

• The tendency of negotiators to not do business again with the other company, after
closing the deal.

• To find out that the product is faulty after buying it.

• The tendency of negotiators to settle too quickly on an item and then

subsequently to feel discomfort about a negotiation win that comes too easily. "

• To lose in the negotiation subsequent to the one that has been won.

• The tendency of negotiators to settle too slowly on an item, thus making the other
party waste time during the negotiation.

9. The negotiation process has three stages. Which one of the following is NOT a
stage? [Select]
(1/1 Point)

• strategy confirmation "

• action
 • settling on details

• preparation

10. What does ‘logrolling’ refer to? [Select]

(1/1 Point)

• Two negotiating parties have more than issue in conflict, and have the same priority
on those issues, therefore one of them concedes one of the issues to the other, and
on the second issue they compromise.

• Two negotiating parties have more than issue in conflict, have different priorities
on these issues, therefore they trade them off: one party receives a highly
preferred outcome on one issue, whist the other party receives a highly preferred "
outcome on the other issue.

• Two negotiating parties have one issue in conflict, and have different priorities on
those issues, therefore they compromise.

• Two negotiating parties have more than issue in conflict, and trade them off: one
party concedes on one of the issues, and the other party concedes on the other issue.

11. In third-party negotiations, a third party with the authority to dictate an

agreement is known as a(n): [Select]
(1/1 Point)

• conciliator.

• consultant.

• arbitrator. "

• mediator.

12. What does the ‘endowment effect’ refer to? [Select]

(1/1 Point)
 • Endowing your company with improved negotiation capabilities

• Overvaluing something you own or believe you possess "

• Endowing your company with better production infrastructure

• Undervaluing something you own or believe you possess

• The observed increase in revenue after a won negotiation

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SIBM PUNE: Conflict & Negotiation Quiz 4- Col. Sunil Brijkrishan
MBA SEM IV (2020-22) Batch

Points: 10/10

1. PRN *

20020141231

2. Name of the Student *

Tushar Muddu

3. Constructive & destructive conflict are distinguished from each other in which
of the following ways? [Select]
(1/1 Point)

a. Constructive conflict, is We-oriented; destructive conflict, is Me-oriented

b. Constructive conflict is characterized by de-escalation of the conflict; destructive

conflict is characterized by escalation of the conflict

c. Constructive conflict is characterized by cross-complaining; destructive conflict is

characterized by flexibility

d. Both a and b "

4. You have continued conflict with your significant other, but you hide it from your
friends. This speaks to which dichotomy? [Select]
 friends. This speaks to which dichotomy? [Select]
(1/1 Point)

• Revelation/concealment "

• Openness/closedness

• Inclusion/exclusion

• Connection/autonomy

5. Which of the following is not a key process step, that a chair can implement, to
assure having an effective, amicable disagreement on a team? [Select]
(1/1 Point)

• Collect your thoughts and composure before speaking.

• Try to understand the other person’s position.

• Try to think of ways that you both can win.

• Approach the team members separately in an attempt to support one of them to

win the argument "

6. Which of the following is considered an example of a frame, that the parties may
use, in disputes? [Select]
(1/1 Point)

• Stereotyping

• Inspiration

• Loss-gain "

• Adjective
7. You & your partner have had a heated disagreement. Emotions are raw &
feelings have been hurt. You approach your partner after a brief silence: “I’m
sorry I attacked you like that. I got angry & said things I didn't mean.” This is an
example of the ‘collaborating’ tactic called? [Select]
(1/1 Point)

• Expanding the pie

• Confrontation

• Smoothing "

• Integration

8. Your relationship partner is under a lot of stress lately & his/her outbursts of
anger, are beginning to trouble you greatly. Which of the following are ways to
manage the anger of your partner? [Select]
(1/1 Point)

• Validate your partner

• Be asymmetrical

• Probe

• All of the given options "

9. Which of the following represent the biases that can threaten the email
negotiations? [Select]
(1/1 Point)

• Temporal synchrony bias, Burned bridge bias, Squeaky wheel bias, Sinister
attribution "

• Distinction bias, negativity bias, normalcy bias, omission bias

• Belief bias, projection bias, time saving bias, unit bias

 • Choice supportive bias, casual effect, optimism bias, recency illusion

10. Constructive & destructive anger can be distinguished from each other by the:
[Select]
(1/1 Point)

a. Intensity of the anger

b. Flexibility of the anger

c. Duration of the anger

d. Both a & c "

11. The process of forgiveness includes which stages? [Select]

(1/1 Point)

a. Hating what was done to us

b. Hurting from the wrong done to us

c. Forgetting what was done to us

d. Both a & b "

12. Which of the following is not a characteristic of integrative negotiations?

[Select]
(1/1 Point)

• Use subjective criteria for standards of performance "

• Commit to meeting the needs of all involved parties

• Focus on commonalities rather than differences.

 • Invent options for mutual gain

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