Professional Documents
Culture Documents
On
Conflict and Negotiation
MGMT 20129: People and Organizations
Assessment 2
Term 3, 2015
Submitted By:-
Submitted To:-
Suman Balla
Dr. Mo Kader
S0276219
(Adjunct Lecturer)
Central Queensland University
Sydney Campus
Contents
1.
Introduction:.................................................................................................... 1
2. Conflict and Negotiation:................................................................................ 1
2.1 Conflict:........................................................................................................ 1
2.2 Sources of Conflict:....................................................................................... 1
2.3 Evolution of Conflict Perspective over time:.................................................2
2.4 Types of conflict:........................................................................................... 2
2.4.1 Functional Conflict:.................................................................................... 2
2.4.2 Dysfunctional conflict:............................................................................... 3
2.5 Negotiation:.................................................................................................. 3
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1. Introduction:
This report encompasses key theories, ideas, principles and application that are
associated with the managing Conflict and Negotiation. It then delves into two of
diagnostic tools namely Thomas Khilman Conflict Instrument Mode and Belbin Team
Inventory to provide a closer look at understanding the positive and negative
characteristics relating to managing conflict and negotiations. Finally, it provides certain
recommendations and plan of action based on the findings to enhance abilities over
certain period of time.
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consequences to assumption. Also, peoples value, background, education and other
personality shape their decisions with proclivity to their character which brings differences
in personality and hence personality conflict (Carlopio and Andrewartha 2012). For
instance, in a work environment where there is cocktail of people with different
personalities related to DISC model, if a driver is under another driver, a small
disagreement can dramatically turn into a heated argument claiming who is right in short
time. Also, nowadays, doing things differently implies doing things collaboratively which is
associated with work environment policy (Daniels and Walker 2001). So, stressful
environment, unfavorable work environment or job insecurity should be addressed for
collaborative environment which reduce environmental conflict.
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Functional conflict is positive conflict where two parties may agree to disagree in a very
healthy and constructive demeanor. Task-oriented conflict where main focus is given to
improving relationship among people is functional conflict which may also be termed as
productive conflict (Carlopio and Andrewartha 2012). This is result of spending huge
amount of time and energy in building relationship with clients and listing to other parties
in constructive way. This brings good working conditions because of working together,
chances of innovation and upgrades in existing workflow and good win-win situation to all
the parties involved. For instance, air bags in vehicle have been a win-win situation to
both the manufacturer and the clients who buy them.
2.5 Negotiation:
Conflict is inevitable when there is interaction and most constructive approach to manage
or resolve such phenomenon is by means of negotiation (Kleef, Dreu and Manstead
2006). Negotiation occurs when there is discussion among multiple parties targeted to
agree on differences of interests. For instance, it occurs when a person buys car, when
organizations merge with other organization and distribute their pieces of pie and even
children may negotiate with their teachers in matter of recess time. Commonly, there are
two types of Negotiation Strategies namely Integrative and distributive negotiation
(Carlopio and Andrewartha 2012). Integrative negotiation is more of finding a way to grow
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the pie size whereas distributive negotiation focuses on dividing already existing fixed
pie more effectively.
Competing
Accommodating
Avoiding
Collaborating
Compromising
From the TKI assessment that I undertook that has been attached to this review, it is clear
that I have more of Cooperating and Accommodating characteristics but less of
Competing and Avoiding Scores. The Compromising score is in the middle of the scale.
Accommodating is a form of cooperative behavior. It is a vital component or attribute that
an individual should have to manage conflict and understand the roots of the conflict. If
between two parties, one side is already accommodating and listens to another party and
agrees on the ideas of other party i.e. if one party has accommodating character, there is
less chances of conflict in the first place. So, in this regard, I have characteristic that TKI
suggests which helps in conflict minimization. The other characteristic that I am strong at
is Collaborating which is again about cooperation and is in complete contrast to Avoiding.
As my results of TKI assessments show I have high score in this character, it suggests
that I can dig deeper for pinning exactly what the problem of conflict is and work out the
inner desire of the parties involved in a conflict situation. Besides, it means I possess
ability to explore on a matter of disagreement to find an innovative solution to a conflict
situation. Another characteristic of TKI assessment is Compromising which falls in
between Competing and Accommodating. It gives more than Competing but is lesser of
giving than Accommodating. I have moderate score in this character and need to work on
it to improve in Compromising behavior. The other individual assets of TKI assessment
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are Avoiding and Competing. Competing implies being uncooperative and being focused
on own matters and concerns. A person with this characteristic is indeed not good at
managing conflict and carrying out negotiation. Similarly, Avoiding is more of introvert
person who neither is interested in owns concern nor is focused on others concern. These
people by their nature do not want to deal with any conflict situation and should not be
idealized when there is conflict. They tend to diplomatically find an escape route from
conflict by postponing an impending issue of conflict. As I have low score in both
Competing and Avoiding, from the scores of TKI test, I only need to work out on the
Compromising and Competing aspect of TKI assessment.
Another Diagnostic tool that helps in evaluation of characteristics required for managing
conflict and negotiation is Belbin Team Inventory (BTI) which focuses on managing teams
that are related to conflict and negotiation in effective ways (Fisher 2012). Humans cannot
be perfect but teams can (Obagun 2010) and when organizations have flat or horizontal
structure the importance of team becomes more vivid. Consequently focus is directed to
work on effective and efficient team members whose result is directly visible on the
outcomes (Craver 2012). The abridged version of Belbin Inventory was used to assesse
my characteristics for this course which focuses on 8 different roles:i)
Shaper
ii)
Team Worker
iii)
Innovator
iv)
Resource Investigator
v)
Coordinator
vi)
Implementer
vii)
Monitor Evaluator
viii)
Completer-Finisher
Shaper is one who can work under pressure and yet is productive and well composed but
at the same time pushes other people. It can be compared to Competing in TKI
assessment. I have low score in Shaper which is in alignment with TKI assessment. I
need to improve on my ability to work under pressure. Likewise, Team worker is
collaborative, supports communication among team members and raises team spirit. It is
comparable with Collaborating role. As I have high score in both, I can use this ability in
conflict management. Similarly, Innovator has high imagination, IQ and is inspirational but
occasionally may be for from pragmatic approach. Resource Investigator has proclivity to
team, group objective and binds the team together. My high score in this aspect has
potential to help organize and manage team in working out solutions and negotiation in
conflict situation. Coordinator is aware of the capabilities of team but sometimes comes
across situation of risky and hasty decision making. My high score in this attribute helps in
organizing and preparing the team to deal with conflict situation. Implementer sticks to
routine, is systematic and lays out realistic plan of action. It can be comparable to
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competing attribute of TKI assessment as both of them lack flexibility to innovative ideas. I
have low score in this attribute which is in alignment with Competing. Monitor Evaluator is
known for good judgment and researching every possible option before taking actions but
runs into risk of forgetting details. I need to improve on this aspect and finally Completer
or Finisher enforces in deep understanding of task, helps to prevent mistakes in team and
abides by plans, policies and schedules of task. A high score in this aspect helps to tackle
the complexities of conflict, analyze the sources of conflict and provide mitigation
approach with effective negotiation strategy. Thus, BTI model has possibility to improve
the functional capacity of workforce (Condliffe 2012). To add to this, Bendersky and Hays
(2012) argue that inclusion of Belbin team inventory provides guidance to team regarding
specific duties of team members and this dynamics in group is essential for conflict
management.
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Implementer skills and muse on the results to better myself. I may need to hire therapist
to assist me with my skill development. Besides simulation of problems faced by
Implementer in a workplace environment that is associated with conflict mitigation seems
to be a viable plan of action. As a long term goal the subject Initiating and Planning
Projects offered as elective subject at CQ University in my Graduate Coursework seems
to hone my planning skills and innovate aspect. As this course is basically about taking
initiation, being innovative and planning different aspects and stages of real life projects
where study of involvement in conflict situation is probable, it should be a very reasonable
decision.
5. Conclusion:
Thus, it can be concluded that conflict is inevitable and should be taken in constructive
way which is necessary for growth. Sources of conflict should be well understood to
prevent the occurrence of conflict and in case of failure to prevent them, necessary
negotiation strategies should be exercised ensuring win-win situation which is a result of
functional conflict. Thomas Kilmann Conflict Instrument Mode and Belbin team inventory
are some of the assessment methods which provide a benchmark for understanding the
attributes associated with individuals and the results obtained afterwards should be
leveraged to understand key strength and weakness in personality so that this information
can be used for individual and organizational improvement ensuring proper conflict
management and negotiation.
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References:
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Israel, SUNY Press.
Alvesson, M. and Willmott, H. 2012, Making sense of management: A critical introduction,
Sage.
Bendersky, C. and Hays N.A. 2012, Status conflict in groups, Organization Science, vol. 23
no. 2, pp.323-340.
Carlopio, J. and Andrewartha, G. 2012, Developing management skills, Pearson Australia.
Condliffe, P. 2012, Conflict Management: a practical guide, LexisNexis Butterworths.
Craver, C.B. 2012, Effective legal negotiation and settlement, LexisNexis.
Daniels, S.E. and Walker, G.B., 2001, Working through environmental conflict: The
collaborative learning approach.
Deutsch, M., Coleman, P.T. and Marcus, E.C. 2011, The handbook of conflict resolution:
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Sanderson, H. and Stirk, S. 2012, Creating Person-Centred Organisations, London: Jessica
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Van Kleef, G.A., De Dreu, C.K. and Manstead, A.S. 2006, Supplication and appeasement in
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Appendix
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