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MANAGIN

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By: Shahril Budiman, Mohd Nor Affendi bin Rosdi, Shahrizal bin Mahamad

CONFLICT

Prepared for Politics and Administration Class | GMGG 5124Prof. Madya. Dr. Mohd Fo’ad Sakdan

LOGOOBJECTIVES

1. To define conflict

2. To understand problems of conflict

3. To manage and resolving conflict

LOGOWHAT IS CONFLICT ?

Natural DisagreementCould occur either individuals or groupsEmerge cause of differ in attitudes, beliefs, values or needs A conflict exists when two people wish to carry out acts which are mutually inconsistent(M.Nicholson: Rationality and the Analysis of International Conflict. 1992:11

LOGOINGREDIENTS OF CONFLICT

B

E

C

D

APERCEPTIONS

FEELINGS AND EMOTION

VALUE

NEEDS POWER

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CONFLICT BENEFIT ?

BENEFIT OF CONFLICT

Growth and Innovation

New ways of thinking

Additional Management options

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STEPS

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

MANAGING CONFLICT

LOGOAnalyze the Conflict

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

Analyze the nature and type of conflictGathering information regarding who’s involved the conflict

Understanding the conflict, reflecting on your ongoing and planned work, and thinking about how your work contributes to the conflict: are your strategies and activities building peace, or creating or exacerbating conflict (International Institute for Sustainable Development, 2013)

LOGODetermine Management Strategy

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

•Analyze and select the most appropriate strategy

Who’s group involved? What’s substance of conflict? Formulate strategic

•Conflict Management Strategies: Collaboration (Win-Win Solution) Compromise (Win Some-Lose Some) Competition (Win or Lose) Accommodation (Lose or Win) Avoidance (Lose – Lose)

LOGODetermine Management Strategy (Cont’d)

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

Conflict Management Strategies:

I Win I Lose

You Win Win-Win Lose-Win

You Lose Win-Lose Lose-Lose

LOGOPRE-NEGOTIATION

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

Effective Negotiation Clearly set the groundwork

• Negotiation approach and as facilitator

• Collaborative cooperation

Joint Fact Finding

Organization

Ground Rules & Agenda

Initiation & Assessment

• Rules for communication, negotiation and decision making

• Collaborative cooperation with different group

• Sharing information regarding conflict causes and strategic such as: Agreement

LOGONEGOTIATION STEP

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

Interest

OptionsEvaluation

Commitment

WrittenAgreement

LOGOPOST-NEGOTIATION STEP

S T E P S

ANALYZE

DETERMINE MANAGEMENT STRATEGY

PRE-NEGOTIATION

NEGOTIATION

POST-NEGOTIATION

IMPLEMENT DECISIONS OF NEGOTIATIONS

•Ratification : Review of organization procedure

•Implementation : Communication and Collaboration as the agreement

Negotiation SkillSeparate People From The Problem Interest VS PositionFocus on Interest, Not PositionsDevelop Optional SolutionsDeveloping Objectives Criteria

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References:Breaking the Impasse: Consensual Approaches to Resolving Public Disputes.Lawrence Susskind and Jeffrey Cruikshank, 1987, New York, NY: Basic Books.Creating the High Performance Team.Steve Buchholz and Thomas Roth, 1987, New York, NY: Wiley.The Eight Essential Steps to Conflict Resolution: Preserving Relationship at Work, at Home, and inthe Community.Dudley Weeks, 1992, New York, NY: St. Martins Press.Getting to Yes: Negotiating Agreement without Giving In.Robert Fisher, William Ury, and Bruce Patton, 1991, New York, NY: Penguin Books.Managing Public Disputes: A Practical Guide to Handling Conflict and Reaching Agreements.Susan L. Carpenter and W.J.D. Kennedy, 1988, San Francisco, CA: Jossey-Bass Publishers.The Planner as Dispute Resolver: Concepts and Teaching Materials.A. Bruce Dotson, David Godschalk, and Jerome Kaufman, 1989, Washington, DC: National Institute forDispute Resolution

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Thanks for your attention