Conflict and Negotiation Analysis: Leadership Management Case Study

This case study examines the conflict between Laura and Tim, focusing on the application of conflict resolution and negotiation techniques within a leadership management context. The assignment begins with a general overview of conflict and negotiation, explaining various approaches su...Read More

Conflict and Negotiation Assessment 2

Section A

Conflict
A conflict is difference of ideas or disagreements in between
people or parties regarding any topic. It may arise due to
misunderstanding or any other reason.

Traditional, human relations and interactionist views of
conflict
Traditional- In this, all conflicts were viewed as bad and poor. People resist
getting involved in conflicts. It was treated as violence, destruction, etc. In
traditional view, conflicts occurred due to poor communication, lack of trust
among people, etc.
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 in a positive way
Interactionist – It is a view point in which conflict not only helps in
motivating employees but also forces them to perform effectively

Section B

Negotiation
 It is a method of solving conflicts in which final agreement is
made. Negotiation is based on some set principles that have to
be followed
 It is a systematic process that contains several stages

Distributive and integrative bargaining
 Distributive bargaining is a method in which resources are
divided among parties equally.
 Integrative bargaining is a process in which mutual problem
is solved in between parties.

Negotiation process
• Preparation and Planning
• Definition of the ground rules
• Clarification and justification
• Bargaining and problem solving
• Closure and implementation

Section C (Case Study)

Conflict between Laura and Tim using the Thomas-
Kilmann Conflict Resolution Mode.
 In context to case study Tim and Laura was working in same company.
One day after party, Tim offered a ride to Laura in a cab where he
sexually forced her.
 The conflict between Laura and Tim occurred due to a sexual incident that
took place in cab. Afterwards. Tim started apologising Laura for that
incident regularly in the office. This frustrated Laura and she decided to
leave her job.
 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

Interest-based approach
An interest-based approach is usually used in win-win situation.
In this, both the parties try to collaborate with each other. It was
necessary to solve conflict in between Tim and Laura.
This approach will help in identifying interest of both the parties.
With this, relation in between them can be improved. Also, it will
enable Laura to get back to that job.

Laura and Tim negotiation for power
In context to the case study, it was analysed that Tim do not want
that Laura go to director and complain it. This is because; both of
them wanted to maintain their reputation in the organisation

Type of third-party negotiator in the case study
Ombudsman tried to solve dispute in between Laura and Tim by
giving them various solutions. He effectively played his role.
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

Conclusion
It is important to manage conflict in organisation so that proper
working environment can be maintained. This will help in
employee retention as well as in developing effective
organisational culture.

References
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.
Ting-Toomey, S., 2017. Conflict Face-Negotiation Theory.
Conflict Management and Intercultural Communication: the
Art of Intercultural Harmony–London, pp.123-143.