Conflict Negotiation

Conflict  Expressed difference between two or more people

Consequences of Dispute  Communication becomes distorted.  People view each other as stereotypes, not as human beings.  Each new escalation in aggressive behavior is justified as a counter-response to the other person’s perceived aggression.  Struggle to “win,” even if it means that the other person will lose. We have a “win–lose” battle.  “zero-sum game,” meaning that everything you gain – dollars, status, power, authority – must be at someone else’s expense

Situations that can lead to disputes:  Interdependence of people and tasks  Jurisdictional ambiguities  Functional overlap (turf)  Competition for scarce resources  Differences in organizational status and influence  Incompatible objectives and/or methods  Differences in behavioral style  Differences in information  Distortions in communication  Unmet expectations  Unmet needs or interests  Unequal power or authority  Misperceptions  Historic animosities  Ethnic stereotyping.

Components of Conflict  Ambiguity: varying interpretations  Uncertainty: unpredictable future  Competition: winners and losers  Stress and Pressure: high risk consequences  Change: promoters and resisters

Types of conflict.  Substantive conflict.  A fundamental disagreement over ends or goals to be pursued and the means for their accomplishment.  Emotional conflict.  Interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, etc.

Different Types of Conflict  Relationship Conflict  Data Conflict  Values Conflict  Structural Conflict  Interest Conflict  Goal Conflict  Method Conflict

Conflict Scale

Types of conflict.  Functional (or constructive) conflict.  Results in positive benefits to individuals, the group, or the organization.  Dysfunctional (or destructive) conflict.  Works to the disadvantage of individuals, the group, or the organization.

Stages of conflict.  Conflict antecedents.  Set the conditions for conflict.  Perceived conflict.  Substantive or emotional differences are sensed.  Felt conflict.  Tension creates motivation to act.  Manifest conflict.  Conflict resolution or suppression.  Conflict aftermath.

What is negotiation?  The process of making joint decisions when the parties involved have different preferences.

Definition of Negotiation  Negotiation is one of the most common approaches used to make decisions and manage disputes. It is also the major building block for many other alternative dispute resolution procedures.  Negotiation is a problem-solving process in which two or more people voluntarily discuss their differences and attempt to reach a joint decision on their common concerns.

Negotiation goals and outcomes.  Substance goals.  Outcomes that relate to content issues.  Relationship goals.  Outcomes that relate to how well people involved in the negotiations and any constituencies they represent are able to work with one another once the process is concluded.

Effective negotiation.  Occurs when substance issues are resolved and working relationships are maintained or improved.

Positions in a Conflict ASSERTIVENESS COOPERATION High Low Secret ResistanceOpen Rebellion SubmissionWork to resolve Guerilla fighterOpen Warfare Conflict AvoiderPartner

Types of Negotiation  Positional: “line in the sand”  Distributional: “one pie, more for me means less for you”  Collaborative: “expand the pie”  Interest-based  Integrative

Conditions for Negotiation  Identifiable parties who are willing to participate  Interdependence  Readiness to negotiate  Means of influence or leverage  Agreement on some issues and interests  Will to settle  Unpredictability of outcome  A sense of urgency and deadline  The people must have the authority to decide  The agreement must be reasonable and capable of implementation

Why Parties Choose to Negotiate?  Gain recognition of either issues or parties  Test the strength of other parties  Obtain information about issues, interests, and positions of other parties  Educate all sides about a particular view of an issue or concern  Ventilate emotions about issues or people  Change perceptions  Mobilize public support  Buy time  Bring about a desired change in a relationship  Develop new procedures for handling problems  Make substantive gains  Solve a problem.

Why Parties Refuse to Negotiate?  Negotiating confers sense and legitimacy to an adversary, their goals and needs.  Parties are fearful of being perceived as weak  Discussions are premature.  Meeting could provide false hope to an adversary or to one’s own constituency.  Meeting could increase the visibility of the dispute.  Negotiating could intensify the dispute.  Parties lack confidence in the process.  There is a lack of jurisdictional authority.  Authoritative powers are unavailable or reluctant to meet.  Meeting is too time-consuming.  Parties need additional time to prepare.

Components of Conflict Negotiation

Conflict Escalators  Enemy Image  Simplification  Polarization  Emotions  Humiliation  Investments  The Obsession to Win

Conflict De-Escalators  Humanize  Perspective  Save Face  Desire to Settle  Share Savings  Apology

The Four-Sights of Negotiation Wisdom  Foresight: predict events and consequences  Hindsight: learn from the past to derive lessons for the future  Insight: understand yourself and your reactions to the world about you  Oversight: see the wider scope, its meaning, and interdependence

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