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Conflict and Negotiation

Done by Group 7:JessycaSanlyLuck SienStephen
by

Luck Sien Cheong

on 9 October 2012

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Transcript of Conflict and Negotiation

Jessyca
Sanly
Luck Sien
Stephen Conflict and Negotiation Content Conflict Negotiation and Recovery Negotiation Recovery Negotiation is a process in which:
-Two or more parties
-With common and conflicting interest
-Come together
-For the purpose of reaching agreement Negotiation Definition Preserves relationship
Prevents or decreases conflicts
Opens new opportunities for partnership
One of the fastest resolution to conflict Advantages of negotiation Shows weaknesses
Requires skills and competence
Parties may have limited bargaining authority
Based on goodwill of both parties Disadvantages of negotiation Conflict Stages
Different Types of Conflict
Negotiation Steps
Recovery Steps Conclusion Peace Negotiation Conflict Peace Recovery Negotiation Conflict To ensure conflict does not repeat
To fix damages resulted from the conflict
Give those affected move on
Regain positive attitude Goals of recovery 1964 Race Riot
Between Chinese and Malay Race
36 people killed
556 injured
3000 people arrested Steps of recovery process 1) Analyse the damage 4) Do a follow-up 3) Fix or solve damages 2) Support those affected Conflict Reasons For Conflict to develop: - Individual Difference
- Cultural Difference
- Clash of Interests
- Social Changes Types of Conflict Personal conflict (Gillin)

Racial conflict

Political conflict

International conflict

Class conflict:

-Personal and corporate conflict

-Latent and overt conflict Personal Conflict Occurs on the personal level

What causes conflict to arise? How this conflict arises?
“Power” as the main root of this conflict Racial Conflict What is Conflict? Political Conflict Physical differences
Feel more superior on others Occurs among different nations of the world
Take place in many ideological reasons. International Conflict Class Conflict
(i) Personal and Corporate Conflict:
arises on account of various motives, envy, hostility, treachery
Corporate conflict occurs among the groups within a society or between two societies
(ii) Latent and Overt Conflict:
unexpressed conflict is known as the latent conflict
latent conflict becomes overt Effects Of Conflict Positive Impact Positive change in the society
Opportunity for new possibilities
Renewal in relationships
Increase in productivity of all sectors Negative Impact Increase in stress in people
Decrease in production
Degradation in relationships and worsening cooperation
Restricted areas increase
Increase in the possibilities of violent conflict Productive communication and negotiation
Working through the differences How to Resolve A Conflict? Quality Negotiation

1) Meets the needs of both parties
2) Strengthen the relationship
3) Results in a clear agreement that both parties understand
4) Anticipates and covers implementation pitfalls
5) Uses time efficiently CLOSING STAGE OPENING STAGE Spark (cc) image by nuonsolarteam on Flickr PRELIMINARY STAGE EXPLORING STAGE

- Establish a positive climate for negotiation
- Get agreement on Agenda and ground rules

- State your opening position clearly
- Clarify the other party's opening position.

- Identify other party's underlying needs
- Find and test other currencies of exchange CLOSING STAGE

- Matching of currencies to needs
- Contract PRELIMINARY STAGE Opening Stage Exploring Stage Conflict A mere disagreement in an individual or between individuals. What Provoke Conflict to Arise? Differences Disagreement Conflict OR Poor Communication
&
Poor Management Skills IMPORTANT Within Individual Within Small Society Wider Society Family
Friends
Teachers
CO-Workers Interests
Values
Religions
Ethnicities Countries
Political Parties
Sporting Teams Example Glasl's Model of Conflict Escalation WHO IS GLASL? Born in 1941 PhD of Conflict Prevention and Peace Building Wrote a book titled Konfliktmanagement Worked on the conflict escalation model Provides a valuable way of describing the negative process of conflict Dr. Friedrich Glasl 1. 5. 9. 8. 7. 6. 4. 3. 2. An Austrian political scientist
Economist
Business Consultant
Lecturer for Organisational Development and Conflict Management Hardening Debate
and
Polemics Actions
Not Words Images
and
Coalitions Loss
of
Face Strategies
of
Threats Limited
Destructive
Blows Fragmentation
of
The Enemy Together
into
The Abyss Conflict
Negotiation
Recovery
Conclusion Situation Management Systems. 2004. Negotiation.


http://www.mediate.com/articles/jordan.cfm References (Situation Management Systems, 2004) Thank You
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