Conflict & Negotiation Chapter 9 Conflict & Negotiation

Introduction All conflict is not the same There is much evidence regarding different styles of conflict resolution There are few more un-nerving events for a new manager than to be thrust into conflict situations and being asked to mediate between parties

Myths of Conflict & Negotiation Conflict is only dysfunctional Conflict is generally a “personality” problem Negotiation creates a winner and a loser Good conflict mediators are born not made

Types of Conflict and Their Effects Task conflict conflict about tasks, ideas, and issues divorced from evaluations of people’s character Relationship conflict personalized and highly threatening damaging for personal relationships, team functioning and problem solving

Positive and Negative Effects of Conflict

Sources of Conflict Relationship-centered disputes stem from what has transpired between two or more people often deteriorate into name-calling sessions sometimes outside of the scope of the manager to mediate

Sources of Conflict Task-centered disputes debates over competing ideas, proposals, interests, or resources

Question? What source of conflict involve scarce resources, uncertainty, degree to which competition is present? Informational Perceptual Role Environmental The correct answer is “D” – environmental. See slide 9-13.

Sources of Conflict Informational factors come into play when people have developed their point of view on the basis of a different set of facts

Sources of Conflict Perceptual factors exert their influence when people have different images or interpretations of the same thing each person selects the data that supports their point of view tends to devalue information that does not support it

Sources of Conflict Role factors people believe that their roles within an organization are somehow in conflict “turf” associated with their position is being usurped

Sources of Conflict Environmental factors Mixed-motive situation scarce resources, uncertainty, degree to which competition is present Mixed-motive situation employees are placed in scenarios where they are rewarded if they compete aggressively but told that they should work toward the department’s overall outcome as a whole

Sources of Conflict Personal factors incompatible personal values different personalities differing long and short-term goals

Matching Conflict Styles with Situations Accommodating Avoiding Compromising Competing Collaborating

Kilman’s Conflict Resolution Grid

Ineffective Conflict Management Techniques

Competition Dominant and non-supportive Individuals pursue their own concerns aggressively at the expense of others

When is Competition Appropriate? Safety is on the line Perception issues need to be resolved Unpopular actions need implementing Against people who take advantage of non-competitive behavior

Using Competition Effectively Be direct Explain later Use this strategy selectively

Accommodation Supportive and submissive, unassertive and cooperative Individuals neglect their own concerns to satisfy the concerns of others

When is Accommodation Appropriate? When you engage in a series of negotiations Someone knows more about the situation than you do Status or power differences in a dispute

Using Accommodation Effectively Acknowledge the accommodation Have a rationale

Avoiding Submissive and non-supportive, unassertive and uncooperative People do not immediately pursue their own concerns or those of others

Guidelines for Avoiding Set time limits Set goals for the “time-out” period

Compromising People want to find some expedient, mutually acceptable solution that partially satisfies everyone involved Splitting the difference, exchanging concessions

When is Compromising Appropriate? Conflict has significant role factors Obtain temporary solutions Time pressure

Collaborating Dominant and supportive, assertive and collaborative Involves attempting to work with the other person to find some solution that fully satisfies the concerns of both people

When is Collaborating Appropriate? Objective is to learn more about the other party Want to merge insights from other groups Work through feelings Need to gain commitment

How People Actually Respond to Conflict

Seeking Superordinate Goals objective that is so valuable to both parties that it transcends the dispute

Effective Negotiations Preparation Execution Evaluation

To Negotiate or Not? Important to question whether an issue that appears to be non-negotiable truly is If there is no way to create added value for yourself, you should not be negotiating

Outcomes of an Ideal Negotiation All parties believe they made a good deal The relationship is maintained or even improved Each negotiator’s constituents are satisfied with the agreement

Integrative (Win-Win) Negotiation Focused on cooperative problem solving Treat conflict as being separate from the relationship and that we work to seek a solution to the conflict that is mutually acceptable

Characteristics of Win-Win Negotiation

The Stages of Negotiation Preparation Understand needs List and discuss options Process tactics Ending Evaluation

Discussion Question? Which stage of negotiation is most important in solving conflict the quickest? Preparation List and discuss options Process tactics Ending There is no one best answer. All stages are important. See previous slide.

Negotiation Preparation Organizing the issues Talk to other people who have information you need Analyze the parties you’ll be negotiating with Consider your BATNA (best alternative to a negotiated agreement)

Negotiation Preparation Understanding the needs of other parties List and discuss possible options

Talk to Other People Seek out other people you know who have conducted similar negotiations Talk to your constituents Talk beforehand to the other parties

Some Difficult Negotiators

Some Common Forms of Leverage Legitimacy Timing Limited authority

Bluffing Carries a Risk Heavy-handed bluffing can strain relationships If the bluff fails, the negotiation can be over

Actions of Superior Negotiators

Question? What is an outside party who specializes in helping people in conflict reach an amicable agreement? Negotiator Mediator Arbitrator Moderator The correct answer is “B” – mediator. See next slide.

Mediation Mediator outside party who specializes in helping people in conflict reach an amicable agreement

Guidelines for Mediation Choose a comfortable, neutral space away from any party’s “turf.” Shorter is better—schedule short meetings and be involved for as short of a time as possible. Listen with an open mind and do not say much. Be respectful and express only positive opinions of the parties involved.

Guidelines for Mediation Emphasize a desire to help. Do not pick sides. Assure parties that all conversations are held in strict confidence. Be a role model and build a strong reputation for staying on task and doing what you say.

Effective Mediator Is dogged in learning and applying facts Frames the disputed claims into the real issues Maintains neutrality Seeks to understand the underlying interests of each party

Article Read an article on “Negotiating with Employers” from the University and College Union