1. Conflict Management & Negotiation

2. Managing Conflict: Performance Conflict Complacency ManagedIntense High Low

3. Definitions Conflict –Interaction of persons who perceive incompatible goals and interference from one another in achieving those goals Negotiation –A process in which two or more parties attempt to reach acceptable agreement in a situation characterized by some level of disagreement.

4. ¶Analyze Situation –Identify your needs –Importance—Is it worth it? –Zero-sum –Strength of position –Future Interactions? ËAnalyze other party(ies) –Real needs, interests –Strengths/Weaknesses –Their styles/approach ÌSelect Appropriate Approach –Conflict Style –Negotiation (Integrative, Distributive) KEY STEPS

5. Competition(forcing)Collaboration Compromise AvoidanceAccommodation Satisfy Other? (Cooperativeness) UncooperativeCooperative SatisfySelf? Aggressive Passive (Manager exerting authority) (Marriage Counselors/Labor mediation) (Union-Management) (Most common approach) (Acquiescent Parent) Styles of Conflict Resolution

6. Conditions –Generally best –Win-Win is possible –Opponent is willing INTEGRATIVE NEGOTIATION

7. Conditions –Zero-sum game –Opponent is distributive –You have the power –Relationship not critical DISTRIBUTIVE NEGOTIATING

8. Identify target and resistance points –Goal? –Start moderately high/low, make concession, get stingy –View initial offers as a starting point Persuasion Leverage Power: Facts, Experience, position Fairness Emotions Closed Manage Perceptions DISTRIBUTIVE STRATEGIES

9. Conditions –Generally best –Win-Win is possible –Opponent is willing Key? Integrative Strategies? INTEGRATIVE NEGOTIATION

10. Integrative Strategies –Openness –Trust –Flexibility –Begin Positively –Focus on the Issue –Remain Rational –Use objective criteria INTEGRATIVE NEGOTIATION

11. Competition(forcing)Collaboration Compromise AvoidanceAccommodation Satisfy Other? (Cooperativeness) UncooperativeCooperative SatisfySelf? Aggressive Passive (Manager exerting authority) (Marriage Counselors/Labor mediation) (Union-Management) (Most common approach) (Acquiescent Parent) Styles of Conflict Resolution

12. Competition (forcing) –Time is an important constraint –Issue is unpopular/action must be taken –Commitment is not critical –Competitive others –You have the power Collaboration –Too important for compromise –Time pressures are minimal –All want win-win –Communication-based CHOOSING A STYLE

13. Avoidance –Issue is trivial –Costs/disruptions outweigh benefits –Problem may solve itself –Based on personal differences Accommodation –Issue is more important to the other party –Stockpile Credits –Minimize loss Compromise –Equal power with exclusive goals –Temporary solution to a complex issue –Tight time constraints CHOOSING A STYLE