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Copy of CONFLICT AND NEGOTIATION

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Debbyne Castro

on 23 January 2014

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Transcript of Copy of CONFLICT AND NEGOTIATION

Problem solving
tries to find a mutually beneficial solution for both parties
CONFLICT AND NEGOTIATION
IN THE WORKPLACE
Avoiding
tries to smooth over or avoid conflict situations altogether
Forcing
tries to win the conflict at the other’s expense
Yielding
involves giving in completely to the other side’s wishes
Compromising
involves looking for a position in which your losses are offset by equally valued gains.
The Conflict Process
Manifest Conflict
Conflict style
Decisions
Overt behaviors
Conflict
perceptions
interventions that alter the level and form of conflict in ways that maximize its benefits and minimize its dysfunctional consequences.


Conflict Management
Conflict
the process in which one party perceives that its interests are being opposed or negatively affected by another party.
Sources
of Conflict
Goals
Values
Tasks
Resources
Roles
Communication
Socioemotional Conflict
a negative outcome that occurs when differences are viewed as personal attacks rather than attempts to resolve an issue.
3 strategies that reduce the level of socioemotional conflict:
1. Emotional Intelligence
2. Cohesive team
3. Supportive team norms
Sources of Conflict
Incompatible
Goals
Differentiation
Task Interdependence
Scarce
Resource
Ambiguous Rules
Communication
Problems
Interpersonal Conflict Management Style
the belief that conflict parties will find a mutually beneficial solution to their disagreement.
Win-win Orientation

Win-lose Orientation
the belief that conflict parties are drawing from a fixed pie, so the more one party receives the less the other party will receive.
5 Conflict Resolution Styles
Choosing the Best Conflict Management Style
Cultural and Gender Differences in Conflict Management Styles
Structural Approaches to Conflict Management
Minimizing Dysfunctional Conflict:
1. Emphasizing Superordinate Goals
Superordinate Goals

2. Reducing differentiation

3. Improving Communication
and Understanding
Talking Circles


4. Reducing Task Interdependence

5. Increasing Resources

6. Clarifying Rules and Procedure

Resolving Conflict through Negotiation
Negotiation
two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence.

Bargaining Zone
the negotiation process moves each other party along a continuum with an area of potential overlap called bargaining zone.


Bargaining Zone of Model of Negotiation
3 main negotiating points:
1. Initial offer point – team’s opening offer to other party
2. Target point – team’s realistic goal or expectation for a final agreement
3. Resistance point – the point beyond which team will make no further concessions

Situational Influences on Negotiations
Location
Physical setting
Time Passage and Deadlines
Audience Characteristics

Negotiator Behavior
1. Preparation and goal setting
2. Gathering Information
3. Communicating effectively
4. Making concessions

Third-Party Conflict Resolution
Any attempt by a relatively neutral person to help the parties resolve their differences.
Types of Third-Party Interventions
Arbitration – have high control over the final decisions but low control over the process.
Inquisition – control all discussion about the conflict
Mediation – have high control over the intervention process


Conflict
Emotions
Conflict Outcomes
Full transcript