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PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By.

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Presentation on theme: "PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By."— Presentation transcript:

1 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Conflict Management Instructor: Erlan Bakiev, Ph. D.

2 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Chapter 5 Key Negotiating Temperaments Chapter 5 Key Negotiating Temperaments

3 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Key Negotiating Temperaments Two Jungian preferences are key to negotiation temperament: Sensing/Intuiting—manner of taking in information. Sensing/Intuiting—manner of taking in information. Judging/Perceiving—way of interacting with the world. Judging/Perceiving—way of interacting with the world.

4 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Sensors and Intuitors at the Negotiating Table Sensors see detail and seek detail and precision. Sensors see detail and seek detail and precision. Intuitors see generalities and seek concepts and correlations. Intuitors see generalities and seek concepts and correlations. Sensors like to give and receive facts and data. Sensors like to give and receive facts and data. Intuitors like to give and receive the big picture. Intuitors like to give and receive the big picture.

5 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Judgers and Perceivers at the Negotiating Table Judgers prefer order, anticipate deadlines, and seek closure. Judgers prefer order, anticipate deadlines, and seek closure. Perceivers prefer randomness, are not bothered by deadlines, and prefer postponing. Perceivers prefer randomness, are not bothered by deadlines, and prefer postponing.

6 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Four Principle Negotiating Temperaments Harmonizer—Intuitor/Perceiver Harmonizer—Intuitor/Perceiver Controller—Intuitor/Judger Controller—Intuitor/Judger Pragmatist—Sensor/Judger Pragmatist—Sensor/Judger Action Seeker—Sensor/Perceiver Action Seeker—Sensor/Perceiver

7 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Profile of the Harmonizer Broad perspective, conceptual theorizing, discussion of multiple issues simultaneously, resistant to time pressure, exhibits an open- ended, general, and theoretical approach. Broad perspective, conceptual theorizing, discussion of multiple issues simultaneously, resistant to time pressure, exhibits an open- ended, general, and theoretical approach. Out of control the harmonizer becomes the pacifier, which makes for poor decisions. Out of control the harmonizer becomes the pacifier, which makes for poor decisions.

8 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Profile of the Controller Broad perspective, conceptual theorizing, discussion of multiple issues, demonstrates a sense of the big picture with clear resolve. Broad perspective, conceptual theorizing, discussion of multiple issues, demonstrates a sense of the big picture with clear resolve. Out of control the controller becomes the bull, which comes with rigidity making resolution impossible. Out of control the controller becomes the bull, which comes with rigidity making resolution impossible.

9 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Profile of the Pragmatist Focus on detail, sequence, and order, penchant for concrete support, decisiveness, stubborn resolve, and impatience. Focus on detail, sequence, and order, penchant for concrete support, decisiveness, stubborn resolve, and impatience. Out of control the pragmatist becomes the street fighter, which creates extreme competitiveness and potential hurt of someone. Out of control the pragmatist becomes the street fighter, which creates extreme competitiveness and potential hurt of someone.

10 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Profile of the Action Seeker Focus on detail and sequence, spontaneity, flexibility, and at times hyperactivity. Focus on detail and sequence, spontaneity, flexibility, and at times hyperactivity. Out of control the action seeker becomes the high roller, which may cause risk taking and big loss. Out of control the action seeker becomes the high roller, which may cause risk taking and big loss.

11 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Quick Recognition of Temperament Harmonizer–general and open-ended approach. Harmonizer–general and open-ended approach. Controller–big picture approach and resolve. Controller–big picture approach and resolve. Pragmatist–focus on detail and stubborn resolve. Pragmatist–focus on detail and stubborn resolve. Action Seeker–detailed approach and spontaneity. Action Seeker–detailed approach and spontaneity.

12 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Effects of Other Personality Factors Harmonizer + High Affiliation Need, High Social Power Need, Low Conscientiousness = Risk of Pacifying Harmonizer + High Affiliation Need, High Social Power Need, Low Conscientiousness = Risk of Pacifying Action Seeker + Low Conscientiousness, Low Emotional Stability = Risk of High Roller Action Seeker + Low Conscientiousness, Low Emotional Stability = Risk of High Roller Judger + High Personal Power Need, High Competitiveness = Risk of Bull or Street Fighter Judger + High Personal Power Need, High Competitiveness = Risk of Bull or Street Fighter

13 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Other Personality Factors Convergers with high achievement need, high competitiveness, or high conscientiousness may tend toward the controller profile. Convergers with high achievement need, high competitiveness, or high conscientiousness may tend toward the controller profile. Divergers with low conscientiousness and low achievement need may tend toward the action seeker profile. Divergers with low conscientiousness and low achievement need may tend toward the action seeker profile.

14 PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Correlations Right-brain dominance is related to the intuiting preference. Right-brain dominance is related to the intuiting preference. Left-brain dominance is related to the sensing preference. Left-brain dominance is related to the sensing preference. Accommodating learning style is related to sensing and extroversion. Accommodating learning style is related to sensing and extroversion. Assimilating learning style is related to intuiting and introversion. Assimilating learning style is related to intuiting and introversion. High conscientiousness appears similar to judging preference behavior. High conscientiousness appears similar to judging preference behavior. Type A behavior assimilates judging preference behavior. Type A behavior assimilates judging preference behavior.


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