1. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 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 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Chapter 4 Negotiation Style

3. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Negotiation Style Avoidance Avoidance Adversarial/Competitive Adversarial/Competitive Accommodating/Compromising Accommodating/Compromising Cooperative/Collaborative Cooperative/Collaborative

4. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Personality and Habitual Style High external locus of control and low assertiveness may drive an avoidance style. High external locus of control and low assertiveness may drive an avoidance style. Negative attitude toward conflict, high competitiveness, high need for achievement, high Mach, and low emotional stability may foster a competitive style. Negative attitude toward conflict, high competitiveness, high need for achievement, high Mach, and low emotional stability may foster a competitive style. High internal locus of control and high need for affiliation may foster a compromising style. High internal locus of control and high need for affiliation may foster a compromising style. High internal locus of control, feeling preference, Type B, high emotional stability, high need for social power, and high need for achievement may foster a collaborative style. High internal locus of control, feeling preference, Type B, high emotional stability, high need for social power, and high need for achievement may foster a collaborative style.

5. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette What Style Creates Avoiding may sustain positive outcomes but permits escalating negative outcomes. Avoiding may sustain positive outcomes but permits escalating negative outcomes. Competing creates a win/lose game. Competing creates a win/lose game. Compromising gives up something. Compromising gives up something. Collaborating creates win/win. Collaborating creates win/win.

6. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Distributive Versus Integrative Negotiation Distributive negotiation presumes limited resources and limited options. Distributive negotiation presumes limited resources and limited options. Integrative negotiation seeks resources and options. Integrative negotiation seeks resources and options. Distributing is competitive. Distributing is competitive. Integrating is collaborative. Integrating is collaborative.

7. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Analyzing Your Self-Assessment One consistent style across all persons and situations may reflect habit rather than appropriate choice of style. One consistent style across all persons and situations may reflect habit rather than appropriate choice of style. Differing styles among persons and situations may reflect appropriate choice of style or differing needs and goals. Differing styles among persons and situations may reflect appropriate choice of style or differing needs and goals.

8. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette When Avoiding Is Appropriate Tempers are HOT. Tempers are HOT. Critical information is lacking. Critical information is lacking. There is inadequate time at the moment to address the matter effectively. There is inadequate time at the moment to address the matter effectively. The matter in dispute is unimportant. The matter in dispute is unimportant. The relationship is much more important than the matter in dispute. The relationship is much more important than the matter in dispute.

9. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette When Competing Is Appropriate There is an emergency and you are in a position to save yourself and others. There is an emergency and you are in a position to save yourself and others. You possess special knowledge or authority. You possess special knowledge or authority. There are no other options and you cannot be hurt by the other party. There are no other options and you cannot be hurt by the other party.

10. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette When Collaborating Is Appropriate ALMOST ALWAYS

11. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette The Contingency Approach Choice of negotiation style impacted by many factors including context, situation, facts, and people involved. Choice of negotiation style impacted by many factors including context, situation, facts, and people involved. Intelligent diagnosis and assessment are necessary for making an effective choice. Intelligent diagnosis and assessment are necessary for making an effective choice.

12. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Be Flexible A contingency approach means being flexible. A contingency approach means being flexible. Expect the unexpected. Expect the unexpected. Know how to adapt to changes in the mix. Know how to adapt to changes in the mix. Know how your personality affects your flexibility. Know how your personality affects your flexibility. Judgers typically find adaptability more difficult than do perceivers.