CONFLICT & Negotiation Nov2010

INSTITUT MANAJEMEN TELKOM
IM
T.T. Sipayung
IM TELKOM
MANAGING CONFLICT
Integrity Entrepreneurship Best for Excellence

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C O N F L IC T IS P A R T O F T H E O R G A N IZ A T N O C O N F L IC T D O E S N T M E A N T H E O E F E C T IV E
C O N P A R N E G A A F F E
F L IC T T Y P E T IV E L C T, S O
IS A P R O R C E IV E D Y A F F E C T M E T H IN A B O U T .
C E S S T H T H A T A E D , O R G T H A T
A T B E G I N O T H E R IS A B O U T H E F IR

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KONFLIK
Suatu proses yang diawali ketika satu pihak merasa bahwa pihak lain telah mempengaruhi secara negatif, atau akan segera mempengaruhi secara negatif, berkaitan dengan sesuatu yang menjadi kepentingan pihak pertama.

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VALUES in Conflict management

1. Respect for people Treating people with dignity and respect 2. Trust and support The climate should be characterized by trust, authenticity, openness, and supportive 3. Power equalization De-emphasizing hierarchical authority & control 4. Confrontation Problems should be openly confronted 5. Participation The more who are involved, the more who

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TIGA PANDANGAN KONFLIK

Pandangan tradisional (Traditional View) keyakinan bahwa semua konflik merugikan dan harus dihindari (1930's-1940's) Pandangan hubungan manusia (Human Relation) Keyakinan bahwa konflik merupakan hasil wajar dan tidak terelakkan dalam setiap kelompok (1940.s-mid 1970,s) Pendekatan interaksionis (Interactionist) Keyakinan bahwa konflik bukan hanya suatu kekuatan positif dalam suatu kelompok melainkan juga mutlak perlu untuk suatu kelompok untuk kinerja tinggi.

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FUNGSIONAL Vs DISFUNGSIONAL
Fungsional Jika: Konflik mendukung pencapaian tujuan kelompok dan mempengaruhi kinerja kelompok Disfungsional Jika: Konflik merintangi kinerja kelompok

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TIGA JENIS KONFLIK

Konflik Tugas Ketidaksesuaian antara pekerjaan dan tujuan Konflik Hubungan Konflik terjadi karena hubungan antarpersonal Konflik Proses Konflik terjadi karena cara mengerjakan pekerjaan

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Proses Konflik
Kognisi & Personalisasi Konflik yang dipersepsi kan
Tahap I :
Potensi Ketidakcocokan Kondisi anteseden: Komunikasi Struktur Variabel personal
Tahap II : Tahap III : Tahap IV : Tahap V:

Maksud Perilaku Intensitas penanganan konflik : Competing Collaborating Compromising Avoiding Accommodating
Hasil Meningkatkan kinerja kelompok Kinerja kelompok Menurun
Perilaku konflik Reaksi lain
Konflik yang dirasakan

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Penanganan Konflik
Assertive
Competing
Collaborating
Assertiveness
Compromising
Unassertive
Avoiding
Uncooperative
Accommodating
Cooperative
Cooperativenes

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WHY NEGOTIATION SKILL IS NEEDED IN Managing Change?
Change and conflict s Conflict is needed but manageable s How we handle conflict
s

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Some TECHNIQUES to improve performance

1. Sensitivity Training Also called: Laboratory Training, Encounter Group, TGroup Training through unstructured group interaction in a free environment, usually conducted in a quite large room. 2. Survey Feedback Identification of problems based on data collected from employees, Discussions and remedies follow.

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Some TECHNIQUES to improve performance 3. Process Consultation

Giving a client (usually: manager) insights into whats going on, then identify improvement. Interaction among members of a group to increase trust and openness
3. Team Building

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Some TECHNIQUES to improve performance

5. Inter-group Development To change the perceptions that groups have on each other. 6. Appreciative Inquiry Seeks to identify unique qualities and special strength Focuses on success, not on problems.

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NEGOTIATION
Negotiation: A process in which two or more parties exchange goods or services and attempt to agree on the rate of exchange for them. (Wall Jr., in Robbins, 2005: 434)
Negotiation = Bargaining
Distributive bargaining: Seeks to divide up a fixed amount of resources; a winlose situation. Integrative bargaining: Seeks one or more settlements that can create a win-win situation

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Distributive vs Integrative Bargaining

Characteristics Available resources Primary motivation Primary interest Focus of relationship
Distributive Fixed amount to be divided Win- Lose Opposed to each other Short-term
Integrative Variable amount to be divided Win-Win Congruent to each other Long-term
BATNA = Best Alternative to a negotiated agreemen

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AREA NEGOSIASI
Kebutuhan/ Keinginan
Kebutuhan/ Keinginan
Pihak A
Pihak B
Common Needs Karakteristik: Dua Pihak atau lebih Kebutuhan Common needs Memberi & Menerima (Give & Take)
Area untuk negosia si

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MODEL NEGOSIASI
After negotiatio O n Securing O deal
Preparation O
Setting O target & strategy O Prenegotiati on
O Face-toface negotiatio

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PREPARATION (PERSIAPAN)
Pisahkan orang dengan masalah Fokus pada isu/masalah Kenali lawan negosiasi Kenali diri sendiri Analisis bargaining position

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SETTING TARGET & FORMULATING STRATEGY
MIN MIN
Pihak A MAX Pihak B MAX
Tentukan prioritas kebutuhan Rumuskan alternatif strategi Kembangkan strategi Rumuskan skenario

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NEGOTIATION STRATEGY
KOMPLEKSITA TINGGI S: ERAT & HUBUNGAN: JANGKA PJG WAKTU CUKUP TERSEDIA: BANYAK BARGAINING SEIMBANG POWER: KERJA SIFAT: SAMA
WINWIN

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PRE-NEGOTIATION
Lokasi Lay-out Anggota Team Agenda Waktu Pakaian

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FACE-TO-FACE NEGOTIATION
Komunikasi (verbal/non verbal Menangani konflik/ perbedaan
Taktik
Tidak ada yang benarbenar gratis

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DEALING
Notulen Ringkasan secara lisan Dll

DONT BE SATISFIED WITH AGREEMENT, ASK FOR COMMITMENT

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Trivia Quiz
What are Key Success Factors of an excellent negotiator? How to build the key success factors?

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INSTITUT MANAJEMEN TELKOM

INSTITUT MANAJEMEN TELKOM

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

INSTITUT MANAJEMEN TELKOM

VALUES in Conflict management

Integrity Entrepreneurship Best for Excellence

INSTITUT MANAJEMEN TELKOM

TIGA PANDANGAN KONFLIK

Integrity Entrepreneurship Best for Excellence

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

TIGA JENIS KONFLIK

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

Tahap II : Tahap III : Tahap IV : Tahap V:

Hasil Meningkatkan kinerja kelompok Kinerja kelompok Menurun

Perilaku konflik Reaksi lain

Konflik yang dirasakan

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

WHY NEGOTIATION SKILL IS NEEDED IN Managing Change?

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

Some TECHNIQUES to improve performance

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

Some TECHNIQUES to improve performance 3. Process Consultation

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

Some TECHNIQUES to improve performance

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

INSTITUT MANAJEMEN TELKOM

Distributive vs Integrative Bargaining

Characteristics Available resources Primary motivation Primary interest Focus of relationship

Integrative Variable amount to be divided Win-Win Congruent to each other Long-term

BATNA = Best Alternative to a negotiated agreemen

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

Area untuk negosia si

INSTITUT MANAJEMEN TELKOM

After negotiatio O n Securing O deal

Setting O target & strategy O Prenegotiati on

INSTITUT MANAJEMEN TELKOM

INSTITUT MANAJEMEN TELKOM

Integrity Entrepreneurship Best for Excellence

SETTING TARGET & FORMULATING STRATEGY

Pihak A MAX Pihak B MAX

INSTITUT MANAJEMEN TELKOM

INSTITUT MANAJEMEN TELKOM

Lokasi Lay-out Anggota Team Agenda Waktu Pakaian

INSTITUT MANAJEMEN TELKOM

Komunikasi (verbal/non verbal Menangani konflik/ perbedaan