Conflict and Negotiation - Assignment

Conflict and Negotiation
Report

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
SECTION A.....................................................................................................................................1
Defining conflict.........................................................................................................................1
Differentiating between the traditional, human relations and interactionist conflict..................1
Outlining the Conflict- Intensity Continuum..............................................................................2
SECTION B.....................................................................................................................................3
Defining negotiation....................................................................................................................3
Contrasting distributive and integrative bargaining....................................................................3
Explaining the negotiation process.............................................................................................4
SECTION C.....................................................................................................................................4
Analysing the conflict between Laura and Tim using the Thomas Kilmann Conflict
Resolution Model........................................................................................................................4
Why was an interest-based approach better suited.....................................................................5
In what ways both Laura and Tim were negotiating for power..................................................6
What type of third-party negotiator was the Ombudsman and why...........................................6
If Laura had confided you the cab incident, what advice would you have given her.................7
ASSESSMENT 2.............................................................................................................................7
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................9

INTRODUCTION
Conflict and negotiation are interrelated its part of human life. Conflicts occur in every
organisation and sometimes affects the relations between employees and management (Ting-
Toomey, 2017). A conflict can also occur in between people, however, using appropriate model
or approach other than the traditional method is an effective way of dealing with conflict or
disputes. The conventional method of resolving conflict is negotiation. It is done in between two
or more than two parties. A systematic process is followed in the negotiation. This report will
define terms, conflicts and negotiation as well as the types of conflicts and negotiation processes
that can be embraced by individual or organisations.
SECTION A
Defining conflict
According to Wilson and Conlon(2016), conflict is the difference of ideas or
disagreements between people or parties regarding any topic. It may arise due to
misunderstanding or any other reason. Conflict can create differences between relationships. In
recent times business has to deal with a large number of conflicts. It can occur between
employees, managers, etc. Thus, it is essential to resolve them otherwise, it can affect group in
two ways that are given as below:-
Functional – It refers to support goals of group or organisation that help in improving the overall
performance.
Dysfunctional – It refers to affect the group or individual performance (Anisman‐Razin, Rozen
and Saguy, 2018).
There are two dimensions of resolving conflicts such as:
 Cooperativeness- In this, one party makes efforts to satisfy others.
 Assertiveness – In this, one party tries to satisfy their own concerns.
Differentiating between the traditional, human relations and interactionist conflict
Ting-Toomey(2017) indicated that conflicts could only have a negative impact on people
or organisations. In recent era, with the development of organisational behaviour, businesses
have adopted different approaches like an interest-based model as a win-win approach to

reducing conflict. Besides this, there are several policies developed by scholars that can enable
organisations to maintain an active culture. As elucidated by Chen and Tseng(2016), conflicts
are viewed in three types. These are described as below:
Traditional- In this, all conflicts were viewed as bad and poor. People resist getting involved in
conflicts. It was treated as violence, destruction, etc. (Zhang, Ting-Toomey and Oetzel, 2014). In
traditional view, conflicts occurred due to poor communication, lack of trust among people, etc.
Also, managers failed to resolve that conflicts between employees. Along with this, the
behaviour of people who created conflict was observed. Therefore, in order to solve them,
various actions were taken so that it will benefit the group. In this, many scholars conclude that
in some situations, conflict is inevitable
Human relations- In this point of view, conflicts are considered as the natural phenomenon.
Thus, it cannot be eliminated from the organisation. Here, conflicts are viewed positively and so;
it will lead to creating a better working environment resulting in improving the overall
performance of employees.
Interactionist – It is a viewpoint in which conflict not only helps in motivating employees but
also forces them to perform adequately (Erlingsdóttir and Lindholm, 2015). This is the reason
why conflict occurs. In this, conflict occurred is on the grounds of peaceful and tranquil. It
enables the group to become static so that change can be implemented. Thus, it is concluded that
from interactionist viewpoint is minimum level of conflict is needed to keep the group inspired.
Outlining the Conflict- Intensity Continuum
According to Gross and Amsler(2016), conflict intensity continuum is a presentation in
which processes of resolution are described. The parties can use these processes. There are four
processes like negotiation, mediation, arbitration and litigation. They are the part of continuum.
It represents the costs and control to resolve a dispute. Moving of party from left to right will
result in increasing the cost. The four processes are explained as below:
Avoidance – It is an approach that not only addresses the issue but also deals with it. It can be
used as disposing matter permanently (Gross and Amsler, 2016).

Negotiation- It is a conventional process that is used to solve disputes between two or more than
two parties. It is a very long process that involves several stages. Negotiation can be done by
using verbal, non-verbal, direct or intermediaries.
Mediation- It uses third party as a mediator that helps in solving conflicts. The third parties are
skilled and experienced enough that suggest solutions.
Arbitration- It involves the role of government or court that resolves conflict. They make a
decision that has to be followed by either party.
SECTION B
Defining negotiation
It is a method of solving conflicts in which final agreement is made. Negotiation is based
on some set of principles that have to be followed (Chen and Tseng, 2016). Also, it is a
systematic process that contains several stages. The negotiating party must listen to the view of
both parties and then make final decision. There are different types of negotiation methods used.
For example – win-win, collaborative, multi-party, etc.
Contrasting distributive and integrative bargaining
Anisman‐Razin, Rozen and Saguy,2018) indicated that negotiation is a two-way process
in which parties can discuss issues and solve with each other. Generally, there are two common
types of negotiation that are distributive and integrative. The difference between them is studied
as below:
Basis Distributive bargaining Integrative bargaining
Meaning It is a method in which
resources are divided among
parties equally.
It is a process in which
mutual problem is solved in
between parties.
Resources In this, resources are fixed. In this, resources are not
fixed.
Issues solved Only one issue is solved. Several issues are solved.
Orientation It is a win-lose orientation. It is a win-win orientation.

Focus In this, parties do not focus
on relationship.
The focus is on relationship.
Communication type Communication between
parties is controlled.
Communication is open.
Explaining the negotiation process
The process of negotiation is open and helps in reaching a solution that is acceptable to
both the parties (Wilson and Conlon, 2016). However, in this process, some conditions have to
be followed to get specific results. Usually, the process of negotiation consists of five steps.
These help in solving conflicts and reaching final solution. The five steps are described as below:
Preparing and planning- It is the initial stage in which person must be aware of conflict so that
proper planning can be done. In this, a list is prepared in which people are involved and their
perception, demands, etc. are written.
Definition of ground roles – At this stage, essential elements of negotiation are considered. It
includes place, date and time of negotiation. Also, it determines what issues; negotiation will be
limited, what procedure will be followed,
Clarification and Justification- It occurs when both the parties clarify their demands. They
listen to each other’s views and perception (Anisman‐Razin, Rozen and Saguy, 2018). It helps in
giving solution to them on the basis of their demand. At this stage, documentation is also
provided by one party as a proof.
Bargaining and Problem-Solving- It is the stage in which bargaining is done by either party.
The needs are determined, and an agreement is made in between them.
Closure and Implementation- It is the final step in which closure of negotiation process is done
by implementation of agreement in between both the parties. The overall process is completed
and monitored. Basically, a formal contract is finalised in between parties.

SECTION C
Analysing the conflict between Laura and Tim using the Thomas Kilmann Conflict Resolution
Model
In context to case study, Tim and Laura were working in same company. One day after
party, Tim offered a ride to Laura in a cab where he sexually forced her. Due to this, Laura was
shocked. Next day in office, Tim apologised for his behaviour of last night. Then every day Tim
said sorry to Laura. This made her frustrated, and she had to leave her job. The conflict between
Laura and Tim occurred due to a sexual incident that took place in the cab. Afterwards. Tim
started apologising Laura for that incident regularly in the office. This frustrated Laura, and she
decided to leave her job. The TKI model can be applied here. It will help in analysing case study
in a compelling way (Zhang, Ting-Toomey and Oetzel, 2014). TKI model reflects on five
different modes that respond to similar situation. TKI is an online assessment in which materials
are inserted, and feedback is taken. It helps in handling of conflict in an effective manner. TKI is
highly used by mentors, coaches, etc. to solve the complex problems.
Competing – In context to case here Tim was pursuing his power over Laura by disturbing her.
This was the reason Laura had to leave her job. He was standing for his rights so that his job can
be secured. This forced Tim to apologise for incident to Laura.
Accommodating – In this, Tim apologised to Laura so that his job can be secured. He was not
concerned about Laura and her job.
Avoiding – In this, Tim was not concerned for his as well as Laura’s job. Due to this, he started
disturbing Laura. This lead to conflict among them. She got frustrated and left that job. It was
also a diplomatic way for Tim to secure his job only when Laura left that job.
Collaborating- With reference to case Laura took help of Ombudsman as she was not happy
with current job, she decided to solve conflict with Tim so that she can get that job back. It was
due to change in behaviour of Laura. The collaboration between Tim and Laura resulted in
disagreement between them. Ombudsman tried to resolve conflict between them, but was not
successful.
Compromising – The collaboration between Tim and Laura was failed. It was due to their
negotiating power. Both were blaming each other. Tim said that he had apologised to Laura for

the incident. On the other hand, Laura said that Tim was continuously apologising her, thus, she
was feeling dis comfortable to work with Tim. This frustrated her, and she had to leave the job.
Why was an interest-based approach better suited
An interest-based approach is usually used in the win-win situation. In this, both the
parties try to collaborate with each other. It was necessary to solve conflict between Tim and
Laura. So, for this, interest-based approach can be used. It will allow both of them to discuss the
issue with each another. This approach will help in identifying interest of both the parties. With
this, relation between them can be improved. Also, it will enable Laura to get back to that job.
Tim will have to stop disturbing Laura. Moreover, interest-based approach will help in resolving
the conflict personally without going to court. They need Laura and Tim will be clarified and
determined by using this approach.
By using this approach, interest of Laura can be identified. As she wants to join the
previous job. It is necessary that Tim’s interest is also known. It will be easy in solving conflict if
once interest is identified. Accordingly, the solutions can be given to them. Alongside this,
approach used will find out the behaviour pattern of Tim and Laura. What they want from each
other and what are their perceptions.
In what ways both Laura and Tim were negotiating for power
In context of the case study, it was analysed that Tim does not want that Laura goes to
director and complain about it. This is because; both of them wanted to maintain their reputation
in the organisation. So, Tim was regularly apologising Laura for the incident. This was making
Laura frustrated. So, both of them are negotiating their power as Laura is blaming Tim for
leaving her job. However, Tim said that he had said sorry to her and even apologised for
incident. On the other hand, Tim is blaming Laura that she has generated a negative image of
him in company even after apologising. This is the reason why Tim's reputation has affected.
They both do not want to negotiate.
Besides this, in context of case study, it can be said that Tim is responsible for
negotiation as his behaviour forced Laura to leave that job. Also, she told to employee about
what happened with her. Due to this, Tim’s image got spoiled. His colleagues started avoiding
him. Also, due to this, his image in society also got spoiled. He blamed Laura for this.

What type of third-party negotiator was the Ombudsman and why
Ombudsman tried to solve the dispute between Laura and Tim by giving them various
solutions. Ombudsman is a consultant third party negotiator. It is because; he is trying to develop
an informal relationship in between Tim and Laura. Thus, he starts giving advise to Laura that
she must once talk with Tim. The consultant’s role is not only to solve conflict but also to
improve relationship between parties. Thus, Ombudsman is doing the same thing. He is trying to
influence Laura to talk with Tim and solve the issue. However, Ombudsman only wants to solve
Laura’s problems. For this, he tried to convince Laura to talk with Tim. With this, it can be said
that Ombudsman was acting as a consultant for Laura.
However, the conflict between Tim and Laura was not solved. However, Tim again
apologised to Laura for his behaviour. However, Laura was not satisfied with this. She had
different needs. This leads to disagreement between them.
If Laura had confided you the cab incident, what advice would you have given her
I would have told Laura to go and complain about it to the director so that Tim can get
the punishment for this. If Laura has not complained it about, then Tim might have done this
with another office employee. Also, if Laura has not complained Tim might have thought that he
is on safer side Moreover, Tim might have threatened Laura afterwards and took advantage of
her. It was essential to reveal Tim’s image so that effective policy can be developed. Also, by the
same, other women employee may get aware of Tim. Also, director has taken action against Tim.
By this, Tim would not have done this again. I would also have advised Laura to go to police so
that legal actions can be taken against Tim. This would have made other employees to follow
rules of organisation. Also, with this, employees would respect each other.
Thus, from the case study, it can be said that Tim influenced Laura to leave organisation
so that his job can be secured. For this, he started disturbing Laura by reminding her again about
the incident. It was not easy for Laura to forget that and so, this made her frustrated. The interest-
based approach could be used here. She finally had to quit her job. However, in other company,
she was not happy. In her mind, the incident was rolling again. So she took the help of consultant
so that conflict can be solved.

ASSESSMENT 2
Covered in PPT
CONCLUSION
The present report concludes that conflicts can occur due to misunderstanding or any
other reason. It is vital to managing conflict in organisation so that proper working environment
can be maintained. This will help in employee retention as well as in developing active
organisational culture. The role of third party in resolving conflict is essential. They try to solve
them by providing appropriate solutions. A conflict is difference of ideas or disagreements in
between people or parties regarding any topic. Also, it has been assessed that Conflict Intensity
Continuum consists of four processes that are negotiation, mediation, arbitration and litigation. It
represents costs and control to resolve a dispute.

REFERENCES
Books and journals :
Anisman‐Razin, M., Rozen, R., and Saguy, T., 2018. Support for Leader's Decisions in Conflict
and Negotiation: Women Do Not Benefit From Relevant Expertise While Men
Do. Political Psychology, 39(3), pp.633-648.
Chen, I.S. and Tseng, F.T., 2016. The relevance of communication media in conflict contexts
and their effectiveness: A negotiation experiment. Computers in Human Behavior, 59,
pp.134-141.
Erlingsdóttir, G. and Lindholm, C., 2015. When patient empowerment encounters professional
autonomy: The conflict and negotiation process of inscribing an eHealth
service. Scandinavian journal of public administration, 19(2), pp.27-48.
Ting-Toomey, S., 2017. Conflict Face-Negotiation Theory. Conflict Management and
Intercultural Communication: the Art of Intercultural Harmony–London, pp.123-143.
Wilson, K.S. and Conlon, D.E., 2016. Personality similarity in negotiations: Testing the dyadic
effects of similarity in interpersonal traits and the use of emotional displays of
negotiation outcomes. Journal of Applied Psychology, 101(10), p.1405.
Zhang, Q., Ting-Toomey, S. and Oetzel, J.G., 2014. Linking emotion to the conflict face-
negotiation theory: A US-China investigation of the mediating effects of anger,
compassion, and guilt in interpersonal conflict. Human Communication Research, 40(3),
pp.373-395.
Online :
Three views of conflicts, 2017. [online] Available through: <https://iedunote.com/views-of-
conflict>