 Assalamu alaikum, ladies and gentlemen, I am Muhtar Ahmad with the virtual university course Human Resource Management and we are here with our lecture number 36. After covering 35 lecture, I believe now you must be feeling comfortable and you should be in a position that at least you should understand the basic concept of human resource management and all those basic activities which we have already covered. And you must be feeling comfortable in responding the queries or the question about this subject. With this hope, let us start our today's session and that is our lecture number 36. So, before we start our today's topic, let us quickly go back and discuss and see what we have covered even in our lecture number 35, the previous lecture and that was about the unions. We try to understand why people form union and what are their benefits and you know what is union? It is a kind of organization of the workers of the workforce inside any organization to protect the rights of their members. And we also try to understand the effect of unions on management because we have seen here that the decisions of the management can be challenged by union and sometime management have to change those decisions. And similarly other effects we try to understand and then very important aspect of union is was the collective bargaining that when the representative of the workers like union and the management they sit together and decide about the salaries, the wages, the working hours, the working environment and other things which are directly related to the or affecting the workforce. So that was covered under collective bargaining. Similarly the grievance and in this topic we try to understand if somebody has complained, if somebody or even the whole union they are feeling the certain decision taken by management are affecting their rights. So, they have the right to file the complaint and then we started and we try to understand the steps in the this grievance process. Complaint process steps you cannot directly go and outside and go into court. There are certain stages. First you have to complain your immediate boss and then if things are not settled down you can have the right to go for the written complaint. So, during discussion of this topic we also discussed that for the management it is better that they should settle those complaint in very beginning in early stages because ultimately the top management middle mall and it can also have the bad effect in the market. So, that was the basic these were the basic topics basically we try to cover during our previous lecture. And then at the end we discussed the phases of labour relationships. If the worker should have the right to go for the unionization, that was about conflict and negotiation. We will be attaching this part with our collective bargaining part. So, let us start what is conflict? The process in which one party perceives that its interest are being opposed or negatively affected by another party. Conflict is a process in which one party, one person perceives that the other person is not being able to oppose their interest or they are not giving the benefit or due to some of the activities and actions that I have adopted in that can have an effect or a resistance. So, naturally conflict started. Conflict what is it? It is perceived something you perceive by different people. Parties are in opposition to one another where both are feeling in opposition to each other. At least one party is blocking the goal attainment of the another party intentionally or unintentionally. It is not necessary that both parties intentionally are blocking someone but conflict can also start. You just perceive that the other party is blocking the way and I am not happy. I had the benefit of the other party might not be even having any idea. So, that is at least one party and they can be intangible or intangible or psychological goals. Even feeling has to be one goal. Task achievement can be another goal when we are talking in the organization. And happiness, khushi, again another definition a process which begins when one party perceives that the other is frustrated. So, it is about to frustrate. Some concern of his or her. So, technically conflict is a process where when a party perceives that the other is creating hurdles in my goals intentionally or unintentionally. So, logically the conflict starts. And the conflicts in agnation start from which? Because of the hierarchy of agnation, junior, senior, boss, subordinate they start feeling that the boss is not happy with me. I do not want to benefit. Even boss can be feeling having the conflict with subordinate that he does not listen to me. Something like that. And it cannot be even reality may not be there. It is just a perception. And if even, of course, it does not mean that reality cannot be there, it can be there too. Competition for scare resources. Agnation does not have resources. Everyone is competing for it. So, naturally when everybody is looking at the same basket, if we have to remove our resources then pressure will be there. Self image and stereotype views for others. Sometimes this is also there. If you remember in the lecture when we were reading the behavior part, we were discussing the agnation part. We try to understand this concept of self image and stereotype. Since it has to do with the behavior part or what is the stereotype? Stereotype is that when you perceive a person as a particular group. You think that this gender issue or any idea that you put in someone's mind, it will be like this. It is not necessary that it is like this. But some people have the stereotypic behavior. So, if you have already made your perception wrong, your image is something else about yourself and your stereotype about others, logically, this will also be a reason for your conflict in the agnation. And one more thing I am reminding you. When we were reading the motivation part, we also read theory x and theory y there. Theory x is that the worker wants to work until they are forced to do it. They do not like to work. Now, if your perception of this is wrong, then what happens? You always put extra pressure on your subordinate. You always look at them in a negative way. Logically, conflict starts again. So, that is what this point is explaining. Similarly, different goals and objectives. Within the agnation, people might have different goals. Self goals even fail for their departmental goals. Conflict can start from that too. And it can also happen that if someone had a project, or a task, it failed. And then it started blaming each other. It happened because of you. You did not see it right. I tried, but it was you. So, that is also causing the conflict within the agnation. And then blame, the pain, the blame. If you start blaming each other, then you have reached somewhere. And if there are poor coordination among group members still, that can also cause the conflicts. Now, let us see the conflicts. There are different schools of thoughts. They have a different approach about conflict. We can divide these in three broader categories. One is a traditional view. Then is the humanistic, or human relation view. And then is the interactionist view. Let us see in Tino ke kya views hain, kya thoughts hain about conflict. Traditional jo log hain aam tore pe hum kya samajte hain. The school of thought hain, ya this view, traditional views ko kyaate hain. The conflict is bad and should be avoided. Ya, the conflict aachi cheez nahin hain. Isko bachna chahiye so, kamse kam hona chahiye. O ye kiswaise hota hai, kyunke it results from the lack of opening and trust. Ye bapas mein mistrust ho jai, jab openly aap discuss nahi kaal se hain, communication ka problem ho. So, that can cause a disconflict. To kya nupta nazar hain, it is traditional thoughts ka, basically they are telling you, and this is a common sense too, that conflict is bad. And we should avoid it. Ore se tuk saan hota hai, aur kiswaise hi hota hai, kyunke agar aapki openness nahin hain, aapas mein aur mistrust hai, especially when we are talking about working together in the organization. So, that is a traditional thought or traditional view about the conflict. Isi mein ek doh point aur bhi hain, aur ye, isko saad ye bhi kaha jaata hai, it is evidence of a failure in the management. Kya agar management organization ke andar aapcha openness policy ho, aur wo jo mistrust se asko khatam kare proper communication ke saad, to ye conflict nahin ho sakta. And as I said, the common sense view of the conflict. What about the human relation people? Human relation or humanistic approach jo hai, their thought hai about conflict. They say that conflict is a natural occurrence. They accept it. Kale toh wo kaya lethne hain ke buri cheez hai, nahin hona chahi. Lekin ye kati hain ki ye hota hai, let's, esko maan lena chahi ye, accepted. We should accept the conflict. This is the natural reality. Aur tisra jo hai, interactionist group jo hai, ye badi kamal ki baat krte. Inke thoughts kya hai, jisko aam, current conflict theory ke naam bhi kabhi kabhi dete hain, view of the current conflict theory, which say that conflict should be encouraged, but managed. Pehle tradition wala ne kaya kaya? Kya kaha ke conflict buri cheez hai, isse basna chahi hai. Humanistic approach wala kya kati hain? Onka view kya hai? The conflict is there. Let's accept it. Esko maan lena chahi ye, hota hai. Lekin, 3rd group jo hai, 3rd school of thought hai, wukya kati hain? Ke we, conflict should be encouraged, but with proper management and manage it. And they also say that this is the conflict, which brings the life, creativity and synergy. Ke conflict ri hai, jiski wese agnashan ke andar, ek toh zindagi ka nishaan nazar aath hai, hal chal hoti hai, varnat toh machineon ki tara kaam karte nahi log. And it can give way of the creativity. And of course, synergical effect. And you know what is synergy, amko badi defaise ko discuss krte. Oski doh kisme aage baat hain functional or dysfunctional conflicts wala kaha jata hai. So, what do you think? Is conflict good or bad? So, as per our last view, in a way it is good, but again it can be bad, unless you manage it. So, functional conflict kya kata hai, ye josko positive side hai, wo kya kata hai, ke iski wese synergy hoti hai, promotion of change aati hai, aur goal achievement ko karne ke liye bhi ek motivation factor play krta hai. See, even when you are studying in the class, you always compete. Okaan jow competition shuru hota hai, chota bota conflict bhi hota hai, oski wese thrust baya hota hai, aur aap over effort krte ho ka nahi, main hai peri position lene hai, main hai usse aage bharke number lene hai. Similarly, in organization, managed conflict joh hota hai, they are positive, they are good, ta ke usse synergy ka faya da usse motivation factor liye jaya hai. Rekan agar usko manage nahi kya jaya hai, wo usko jane liye jaya hai, to then it can create problem, especially when personality is uninvolved. So, a second part is dysfunctional of the conflict, usse nahi ek dekhah jata hai, energy ta gaza hai hoti hai, times aaya ho raha hota hai, stress banti aise hi wese, or people can retract from the goal. Wo usne chakro mein padh jate hai, personal score settle krne ke chakar mein, aur organization ke basic activity hai usko achieve krne se door ae jate hai. Let us see if you have conflict in the organization, what will be the outcome, again the same. Disfunctional outcomes kya osakte hai, joska negative aspect hai, ki aap energy apni divert krne ge, aur resources bhi kisni hai, ke ek dusse ko let down krne ke liye, wo apne conflict ko settle krne ke liye. Encourage, organization politics, iski wo aise agnation kanda politics shuro ae aate hai, and that is our next chapter topic, the power and politics. Encourage, stereotyping aur knowledge management jo aapne karne jate hai usme bhi negative effect create krta ae. Agar conflict ko manage na kya jaye, wo personal conflict zyada prevail krjaye, to phir isse negative aspect kanda shuro aate hai, undue stress prna shuro aata logon pe workers pe, aur apni energy resources ko wo, dusse side pe zyada concentrate krte hai, banshet apne main task pe hi apna jo kaam hota hai. But, iske potential benefits, you can have improved decision making, people challenge each other ki nahi, mera khyaala ki ye decision galata hai, wo usko justify karke professional trike se, dusse suggestion leke aate hai, usse kya hota hai, ultimately the broad big picture, in the big picture you have the improved decision making, wo team dynamicism jo hota hai, wo joske under thrust payda hota hai, usko bhi ho jagar krta hai, wo ye uski fae them aata hai. What are the sources of conflicts, kiswaya se hota hai, khushto aam ne dekh liye, agnation mein haraikhi ki wajah se, uskiya resources ki wajah se, lekin ek model ki shakal mein aam dubhara isko dekhte hai, taaki cheeze aapki liye clear hojain. Sbse pehle goal incompatibility, what does it mean? It means, when people have different goals, let's see kya aap ek aafis me jaare hain, aur darwaza chhota hai, aap ek us, darwaza ke pas poshti hai, poshti aap andhar jaana chah rahe hain. Waha se ek aur person, another person the he or she want to come out. Now see what will happen? Let's see, let's assume that rasta sehf ek bande ke gozhar ne kaya hai. Aap aap ka goal kya hai ke aap you want to go another side, and he or she want to come outside of that room. Aap dono ke goals different hoge na, aap dono apni jaga se zib pe aajain, zore lagain to conflict shuru hoge. Similarly na agnation, similarly at your real life, and in outside the agnation too, people might have different goals, and those goals are affecting each other. Second, different values and beliefs, different beliefs due to unique background, experience and training, caused by specialized tasks, carriers, explains misunderstanding in cross culture and manage, and merger relationship. We have discussed the diversification in our previous lectures, way back, now people have different names, different values, some people think that this is good, other thing that is bad. O galat baat, jya tofa toaib dehtein hai, kaam ke sisdein mein, karwane ke liye usme aatein hai, aur hme to bhiye padhaaye kya, rarashi wal murtoshi, kallam maafi nare jahannama. Kirifshad lehne wala aur dehne wala dono jahannama jahain. Aap bhaher multinational me jahain, toh mo to ek dosya wo gift dehtein. Wo toh kyaatein, this is good for relationships, working relationship ke liye ek dosya ko. Toh, I don't know, one thing is bad for us, the same thing can be good for other people. And sometime they take it as a positive sign. So, yeh chisne bhi aap ke liye, different values, different norms, different perception, they can be source of the conflict. Similarly, task, interdependence, mera kaam aap ke kaam pe dependent kar hain. Aap ke kaam, tisre bandhe ke kaam pe dependent kar hain, toh phir usse bhi conflict payda ho sakte hain. Take three examples. Number one, pooled, like this, me aap diagram mein dekh rahe hain. Ke agar resources ek hain, aur sabne usse mesi apne chisne lehne hain. Toh conflict to shuru ho gaya, ke usne zyada leh liye hain, isne kaam leh liye hain. Aapne liye, real life mein bhi dekhte ho. Ko chis laat hain, milke bhan bhai khaat hain. Uspe jagara shuru hain tha, ke wo zyada issa lehge, ke kaam lehge. Because source is the same. When things are pooled in the organization even, and if we have A, B, C, 3 percent, depending on the same pool, so logically that will be one cause of the conflict. And if let's see it is a sequential way, that B's work is depending on A, and C's work is depending on B. Aap B je frustrate ho rahe hain, ke A kaam kare gaya toh phir maag karunga. Toh k uska depend kaam kara uske du A ke kaam peh. Similarly, C depend kara B peh, to logically due to any misunderstanding, due to any reason, the conflict can start. And the reciprocal is also very interesting situation, ja hare ke du se peh depend kara. Toh A B ek source ban sakta hai, conflict ka. And when the source you have, resources, scare resources. And when there is ambiguity, ambiguity in what? In task, in rule regulation, when the things are not clear. Who is responsible for this job? Who is supposed to do this and this? If things are not clean at the agashia level, naturally it will cause, it will create conflict within the people. Because things are not clear. And ambiguity can itself create a lot of problem for the organizations. Communication problem. We have already covered this part, communication in organization in our previous lectures. So, their communication is playing very important role. It's been lack of opportunity, lack of ability, lack of motivations. Ti no guh ja usse, communication ke na honne se, communication ke wo perform karne ke ability ye wo na honne se, ya even usme go motivation factor ne ye proper system ne ye. Misunderstanding kaise develop hoti ye. Agar aap ke paas, proper information ne ye. Usse bhi, conflict shuru ho sakta hai. Now what about the levels of the conflict? I hope you understood those. Sources of the conflict. To kon konesi sources am ne dekhhe. Just give me a couple of, one or two. Maybe goal incompatibility one maybe, ya. What about other things? Scare resources, yes. Communication problem. So, these are all different sources of conflict. Agnation level bhi ho sakta hai. Ghar ke andar bhi ho sakta hai. Or even outside with the friends bhi ho sakta hai. To agar inko properly am dekhle. Even kehi defa toh choti si. Misunderstanding, communication na honne khi baise ho jaati ye. And if we can address those things, you can overcome the conflicts. Tike. Now let us see the levels of conflict. Teen level hai, individual, group and agnation level phil. Tike. Isi example dekh sakne aap. Agnation me ye ho sakta hai. Ke within and between agnation conflict ho sakte hai. Even agnation ke andar, different groups ke aapas me. Ya, ek agnation ka, dosre agnation ke sadi. Or omomen, business me to ye hota hai. And then groups, within group bhi conflict ho sakte hai. Or between, different groups bhi conflict ho sakte hai. What about individuals? Khut bhi aap apne aapko under stress kar le, keli soitne ke wo, dosra mere khalaf kar rahe. Ye aapher, aapas me ek dosre ke sadi, conflicts ho sakte hai. But, when we are talking about the type of conflict, it can be task conflicts jab aapka kam ke mutale conflict ho. It can be relationship conflicts and it can be process conflicts. When we are talking about types, so it can be task conflict. Relationship conflicts or process conflicts. And how can we manage conflict effectively? We have to see what is the problem? What is the basic issue? If we understand the basic issue, it is very easy to then to address the conflicts. We have to plan then, communicate effectively and wait for the right moment and at the right time you can settle the issue. That is not enough. We have to also follow up the outcomes. Now, let us see that was our conflict part. And next is negotiation skills. But, let me ask you first, did you got the point? Are you clear what is conflict? Conflict ke hai, it is something you perceive. Goals me problem aare yai achieve karne me due to other people, other person, even organizations. And your goals can be tangible and intangible. Just me paasaam ne dekhata, achievement dekhiti aap even happiness. O phir aam ne dekhata kise, what are the sources of those conflicts? And then we try to understand how can we manage the conflicts. The next part of today's session or lecture is the negotiation. And when we are talking about the manager, the one ability a manager should also have that he or she should be a good negotiator. Sometime you might have to negotiate with the labor union, with the workforce, even with the different management levels. Even you might have to negotiate with the your client, your competitor, with the government. So, that is very important skill we should also understand. So, what negotiation is and what are the outcomes of the negotiation? Or kista aamnes ko effectively use karne, she is also settled karne ke li. But always keep in your mind, why we are discussing this thing? Because we are talking about human resource management. We have to deal with the people, either we are manager or we are worker. We have to interact with each other. And these are the different things we will be facing every day in our life. So, let us move and start our negotiation skills. But what about negotiation? What is this? What is negotiation? Negotiation is the process that is used to achieve agreement about the goals and the outcomes of a situation. Kya chahiye is ke liye? Planning and preparing thoroughly. Kisi ke negotiation jaane se pehle, aap koi chi negotiate ka rahe ho, koi agreement bana rahe ho, koi mustra discuss karne hai. So, uski discussions hai pehle, at table pehle batne se pehle, you must have done your homework. Wo kya hai? Kya aap acheetara plan karne, prepare karne, negotiation me daraan jaane se pehle ke kya karne hai? Kya aap de sakte hai? Kya le sakte hai? Kahan tak aap jaal sakte hai? What are your priorities? What are your most important things? What are your least important things? And you have to see ke kya ka cheeze mai sacrifice kaal sakte hoon, lekin kahan tak main hain jaana hai. Using appropriate techniques during the negotiation, aap hi negotiation ko daraan kya karne hai? Sometime, you do not want to create a hard environment there and sometime even pyaar se baat nahi banti, so you have to use different techniques depending on the situation and environment ke jaha aap hi aapne negotiation karne hai. Oski, effectively jo hai, effectivity hai, kithna effectiv jo aapki negotiation hori hai, usko follow aap di karna, farta hai aapko. Then we have to determine negotiation outcome. Kya kya outcome ho sakte hai? Negotiation gi. Last lecture main aapko bataya tha, ke jabdi negotiation hoti hai toh uske kuch outcomes nikalti hai. Those outcomes theme, shakla ho sakte hai. One is when lose, other is lose lose, both parties are losing. And the third and the most desired one is the win-win situation. Let us try to understand them. What are these three outcomes? When lose situation? Let us see, there are two parties, self, myself and yourself or then you have another party. As is situation, jaha pe ek ko fahidawala solution nekara hai, self ki tara, jo uski point of view the uska uska maslah hal ho raha hai, aur duse ka maslah hal nahi ho raha, toh kya hoa? Ekne win kya, ekne lose kya and mostly it is not desirable if we look the broader picture. Ha apne zaat ko dekhe, toh fit toh insaan khush hota hai ke chana hai, main atoh jeet gaya, main atoh hasalka alu hai, dusra jo marzio. But no, that might be triggering another conflict. Iski weya se ek neya conflict bhi shuru ho sakti and which can be more dangerous. Toh khushish karne chahi ki chena ko issa settle kane ke, do not be selfish ke sara api ka fahidawala, duse ka khushwi na ho. This is the second situation where you have lose-lose. See, both parties are losing, though both are resentment. O jisi aum bandar bahant kyaate na, aum aum na aise hota hai kye koi negotiat kaira raha hai, ho khus toh zare benefit liye dono ko nukhsaan ho raha hai. Ya, dono aare raha hai apni apni jo ko pe 30th party ko usse fahida leh jata hai. So that is lose-lose situation and this is the worst outcome. Nobody is gaining anything and both are losing. So I believe nobody want to go for that. So what should be the ideal then? What should be the best solution? Of course, this one. Win-win situation. Ho kya se ho se kriye? See, both are open, both want to sacrifice some part, both really want to have the solution, parties want to have the solution. So naturally, a situation will arise where settlement will take place and both parties are happy. Catalyst dono ko kush na kush mila usme se. Aur maksat dono ka bhi yahi tha ke humne ish maske ko hal karna hai. Us situation ko kya kati hain? Win-win situation. So kya hua? Lose-lose method kab hota hai jab compromise ka letin ke, tii ke yaar Allah ki maal ki nahi usse tata kya karein? Do dono ka last hoge hain. Win-lose method, one party dominate. Me ham dominate hoge, ham toh sb kush leke hain. That's also not good. Isn't it like that? And this is the win-win methods or solution which is basically problem solving. So when you are acting as a negotiator or when you are going for any kind of negotiation, always keep all these three options in your mind and try to go for the best one which is win-win situation. Aur uska hum ek continuum dekhte hain agar aapne text mein aap dekhenge that isko padhe kisi jaga confliction to negotiation ko. Usne batata hain ke, ek person sojta hai kya main hain achieve karna hai. This is the limit. Okay? Other person is also thinking here, this is the limit I can, this is I want to achieve. Lekin jab dono parties tehaar hote hain ke nahi let's come, sit down and settle it. Pheer ek point pe piche dono party jaati hain. Haan atleast yaha tak main hain niche asat ko. Lekin this is the deadline is se niche main hain aasakta. This is my point threshold level. Is se niche to main compromise ne karonga. Ista dosi party bhi apne main jo point sojta piche jaati hain. Yaha tak to main sacrifice kar sakta hain agar mujhe ko fayda hota hai. Lekin is se niche main nahi jaa sakta. To negotiator hote hain yaha jo, agar jo negotiate kar hain yaha ho khut sojta hain. So they will sabha jaat hain ki this is the area where we can negotiate now. Aur usi main aapas main discuss kar kosko settle kar tehain and then you will come up with a win-win situation. I hope you understand this set concept. Aage chalte hain. Now negotiating the agreement. As I said in the beginning that we already discussed the collective bargaining during our previous lecture. Usi ko reference bana ke aage chalte hain. Dekte hain ke kya, kis kya se hi negotiation hote hain. Whenever there is negotiation uske 3-4 basic points hain. Negotiating committees, team koan si hogi? You have to prepare for the bargaining. What are the issues for negotiation? Aur usko structure kya hoga? And it is very technical thing basically. Negotiation ki liye jase main aap se kaha ke kachse manager ki fasiyat ye bhi hote hain ki he or she is a good negotiator aur wo phir baka heda chizon ko samajke usko settle kar tehain. So first of all, let us go one by one and try to understand these things. Aur dekh kya se negotiation hote hain? Aur kya kya chidin saamne hain? Negotiating committee, team me koan hoga? Now agnashan pick the best people. Ois main unlogon ka, unlogon ki reputation, unki credibility, unki basic skills hain less than ki aur negotiation ki, inko madhya nazar aakh hain, which are well informed. And similarly, other side, let us see labor union ke tala se bhi unki wo representative aatein ki jo, which are well informed and they know how to talk, how to negotiate. Kyun kya masses me decision nahi haute, wo mob psychology hain ke jab bohose logon kathin hain to haruk hi apna ek baat karega. Isini jab bhi negotiation hote hain, to you pick the representative and you make the teams, instead of whole 5000, 2000, 1000 people sitting and negotiating with the other side, it is difficult. Ois bada formal trika hote hain, negotiation karne ka. So, saab se pela point ki you have to decide about the team, about the committee, who will do that. Then the preparation for bargaining, because we are talking about the collective bargaining, usi ka reference ke toh pe hum leh rahe. Is ke laa bhi aur bata pe bhi negotiation, paasal tiz na pe bhi negotiation wo sehti hain legan. Let us take that example and usi aage chalke. Preparation for home, employers ko, here worker ko, labour union ko, who has to prepare, both parties. Both need good home work before they should sit on the table of negotiation, before they should go for negotiation. Agar aschi preparation nahi hote, to kisi baise kei dhafa, ishi baap pe aap apne negotiation doos kar jathe, prasas ne, plaas ho jathe aap. Agar aapne achha apna homework nahi kya ho. Isme kya karne aap? Before you go for negotiation, you gather the facts. The ground reality kya hain? Masla kya hain? Then you set your goals. This is the ground reality and this is what we have to achieve in this negotiation or discussion. And then you may prepare the strategies. And what is strategy by the way? Ye term aapne baade dhafa use kiye strategy. Kya cheez hai ye? Hikmate amali isko bolte hain. Aap koi bhi game kheelte hain? Kya hote hain? Aap sab se pehle dekhte hain ka aap ka apun, jo dosi side peh player hain wo kya? Uske kya plus point aap kya negative point hain? Pheer aap apni strategy dekhte hain, apne aap ko dekhte hain ko kya? Mere pass kya plus point aap kya negative point hain? And then you make your strategy ke kissa main usko maat dehi. Kabhi cheez khele aap? Ek move karta hai dosa aap ka apun hain. To aap apni move se pehle next couple of strategies jo aap apne zahan mein baate ho. Agar mai ye chaal chal hoon ga, to aagla jo hain wo uske badle mein ye chal hain hoon ga, phir mai thisi chaal ye chal hoon ga. The more depth you can go in, the better for you will be and it will, it is probability will be that you are going to have the best job, a best move. So, this is the khkmaate amali, right? Similarly, when you are going for negotiation, you must have something in your mind. Ek plan kar lete ho, ek uski apni options apni goals apni cheez effects dekhte hoon, phir apne zahan mein strategy banaate ho, khkmaate amali banaate ho. Yes, I will be dealing this way. Mera ye first point yahan si chalega ho, phir aap uski contingents backup bhi banaate ho, agar yes, let's see ye beri strategy nahi chalega, to mai is treke se phir dubala usko settle karon ga. And that is what is the preparation basically. Chik hain, aagle chalte. Similarly, issues for negotiation, ken point pe negotiate karna hai? Asal masla kya hai? And so many time it happened that, when you are sitting for the negotiation at people are, they are not well prepared. And if they are focusing on personality rather than issues, to what is happening? So, this is not good. And this is not fair. Main cheez main objective ko samni rakhte ho phir discuss karna chahi. So, dekhte hain ke issues kya kya negotiate hote hain. Kuch mandatory issue hote hain, zoruri issue jo discuss ke jate hain. Labour union ke jah collective bargaining hote hain, wo kya hain? Wages hain, hours hain, other terms and conditions of employment hain. Wo yes, ye zoruri hain. O collective bargaining jah karte hain, yeh cheez main basic discuss ke jate hain. So, ye issue hoge. Kabi kabhi? Permissive issues? Optional jo, agar agree karjhe, for no parties kya hain. Ko bhi discuss kar lethe hain. Ke price kya honne chahi, ye product design pe new jobs hain. Ko ishta ke issue bhi discuss karna chahi aap collective bargaining main. So, that is also possible. Provide it. Both parties agree. Wo kabi kabhi, prohibited issues bhi aad jate hain jo legally aap nahin discuss kar sakte. Like, yaas issne example bataya kya kya wo aap union aapko majoor kare nahi ji phalaan jaga se aapne cheez le nahi. Why? That should be the decision of the administration. Tii ke? To third parties, we have to see the issues kya hain. Inko discuss karna hain, kinko discuss karna hain aur kase discuss karna hain. Samaj aagin? Then, what is the structure? Now, what does structure mean here? Sometime you are negotiating and your negotiation is going to only affect your section. Sometime that negotiation going to affect the whole organization. And maybe sometime this negotiation is going to affect the whole industry. So, that has to be decided. Kis level ki? Kis tarah ki negotiation yaap karein? So, did you got what is negotiation now basically? Likin, negotiation ke darmean ko cheezon ka bhi khayal karna hain. Wo kya hain? Osko discuss karte. We have to separate personalities from problems. Very important. Kase mein abhi aap se kaha. Agar aam issues ko bholke, personalities ko discuss karna shoruk karne during negotiation, then there is no end. If we start complaining, ke aap kavo bandha bada galak hai, usne ase dissin kya, dosa ke nahi nahi, aap kavo bandha ke bada rude hai. Something like that. Then you are losing the focus. We have to separate issues from the personalities. If we really want to settle those things. Kisne kaha, kis ka maslah hai? No, we don't want to discuss those things. What are the basic issues? We have to separate them before we should start negotiation. Focus on interests, not on positions. That is also very important, same type of things. We have to be very focused. Generate a variety of possibilities before deciding what to do. We have to keep all options open and then pick the best option out of it. Don't restrict yourself. This is the outcome I want. Then you are at the deadlock. If you are at the deadlock, what is going to happen? The outcome can be dangerous. The laborer can go and strike. You can have legal fight. Even third-party intervention might be there and so on. So, to presume karke, pehle determine kanke nahi aana chhe ek point jee, yehi maini kumukum, lenain nahi. Have all different options in front of you. And then prepare your strategies that, okay, first I will try this one. If it will work fine, otherwise I will try the next one. If again it will not work, you should have other options too. And that is important. So, you have to generate a variety of possibilities before deciding what to do. And then you have to insist that the result be based on some objective standards. So, when you conclude your negotiation, so your result should be based on the objectivity. Why you are there? And then you can go to the written agreements. And that is how negotiation takes place. It depends, you know. You need a written agreement or not. Sometimes you do not need a written agreement and that is done. Clear? So, what I think we should stop here, right? Did you got the point? What were we discussing today? It was conflict and negotiation. Let us quickly summarize it again and see how much you have understood it. Conflict, what is conflict? Conflict is when it is something you perceive, basically, right? When at least one party is feeling that other person is blocking, are coming in way of his goals or her goals. And we said those goals are, the goals can be tangible and intangible, right? What about intangible? Feelings, happiness. Right? What about the transitions in the conflict thoughts? This is what we have discussed. And we discussed the three views. Which one? Traditional view, human relations view and interactionist view. In three views, what was the difference? There are three different school of thoughts, you can say. The three different views about conflict. What was traditional? What is bad? Conflict is bad and we should divide it, right? Humanistic or human relations approach? What is its view? This is reality, we have to accept it. But your recent third view, what is it? And they say that we should encourage it. But same time, manage it. And then we discussed the sources of conflicts. So, conflict, where are the sources? When the goals are incompatible, when there is ambiguity, when the scare resources are there, and when you are depending on each other. So many different sources, right? And then we discussed about the types of conflicts. So, we saw that there can be conflicts of three types. Task conflict can also be there. Behavior conflict can also be there. Relationships conflict can also be there. And process conflict can also be there, right? One says that we will not do it in the other way. This is the right way to do this thing. This is good in a way too. Because remember when we were talking about the group, we said the sign of a good group is a good result oriented group is that they might have the difference of opinion. They might have the conflict on procedure and processes, but not on personalities. So, that should be there when we are talking about the conflict. And then we also discussed about the second part of the lecture was about the negotiations. And this is also very important activity of the HR department too. And for a manager, we discussed that it is good that a manager should be a good negotiator. It is a quality. For negotiation, we have seen how to approach it. You should be well prepared before going for negotiation. Or, while negotiating, you should have all different options in front of you. And you should be open for discussion. Then you can have the good outcome of the negotiation. You can have three different outcomes. Lose win-lose, lose-lose and win-win situation. And which one was the best one? Of course, the win-win situation, right? So, that is it for today's. Let us see what is the next topic. Is it conflict? Is it easy? Are there any other things that we can discuss? Politics, what is the next topic? So, the next topic will be about power and political behavior in the organization. We have been studying this in an OBM, but because we are discussing the human resource part, so this is also a very important topic in it. So, that is about our next lecture. So, I hope you are clear for conflict and negotiation skills. But remember, before coming for the next lecture, you should have read the topics about power and political behavior in the organization. With this, I stop it here. Take care of yourself and Salam alaikum.