1. Copyright © 2008 Allyn & Bacon Negotiation and Conflict Management 12 CHAPTER Chapter Objectives This Multimedia product and its contents are protected under copyright law. The following are prohibited by law: Any public performance or display, including transmission of any image over a network; Preparation of any derivative work, including the extraction, in whole or in part, of any images; Any rental, lease, or lending of the program. 1.Explain how argumentativeness and verbal aggressiveness differ and evaluate yourself in each area. 2.Identify the 3 dimensions of every negotiation. 3.Employ bargaining strategies appropriate to the situation. 4.Define conflict and differentiate it from other competitive situations. 5.Recognize conflicting goals and know how to deal with them. 6.Take steps to manage conflict productively.

2. Copyright © 2008 Allyn & Bacon Key Terms Argumentativeness: Inclination to argue or a fondness for arguing. Verbal Aggressiveness: Tendency to attack other people instead of other points of view.

3. Copyright © 2008 Allyn & Bacon Controlling Verbal Aggressiveness Assess yourself: Are inclined to be argumentative or verbally aggressive? Understand potential causes:  Psychopathy (mental disorder)  Dislike of others  Social learning (modeling behavior of social network)  Desperation Become a better communicator:  Conduct a thorough analysis of situation.  Provide a logical reasoning for your position.  Develop a careful interpretation of the conflict issues, both yours and theirs.  Evaluate your position and that of your partner.

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5. Negotiation A planned and structured process of communication in which 2 or more people with different goals exchange communication to produce a mutually desirable outcome.

6. Copyright © 2008 Allyn & Bacon Bargaining Formal Bargaining: Process that develops when recurring issues require deliberation and confrontation over time. Informal Bargaining: Process that involves spontaneous situations that are seldom repeated.

7. Copyright © 2008 Allyn & Bacon Communication Competence Positioning: Moving the focus of the negotiation to issues that are important to you. Concessions: Giving up some goals to obtain something in return. Cooperative Strategies: Open, honest, and upfront attempts at objective and productive problem solving. Competitive Strategies: Attempts to maximize one’s own position at the expense of the adversary.  Distributive: The bargainer’s assumption that a gain for her or his side equals a loss to the other side.

8. Copyright © 2008 Allyn & Bacon Anxiety Management Remember that bargaining is a normal, accepted business practice—you are not a troublemaker. Set a specific date/time for the bargaining session. Practice beforehand. Keep in mind that bargaining is not a do- or-die situation—be open and flexible.

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10. Copyright © 2008 Allyn & Bacon Conflict Expressed struggle between at least 2 interdependent parties who perceive incompatible goals, scarce rewards, and interference from the other party in achieving their goals.

11. Copyright © 2008 Allyn & Bacon Causes of Conflict – Competing Goals Content Goals: Apparent issues or obvious reasons for a dispute. Relational Goals: Define each party’s importance to the other, the emotional distance they wish to maintain, the influence each is willing to grant the other, the degree to which the parties are seen as a unit, or the rights each party is willing to grant to the others.

12. Copyright © 2008 Allyn & Bacon Managing Conflicting Goals Clarify Goals 1. State goals in clear, unambiguous language. 2. Elicit clearly stated goals from other party. 3. Openly discuss difference between content and relational goals. 4. Ensure a shared understanding of each other’s goals. 5. Show that upholding goals will not prevent productive management of conflict. Encourage Goal Collaboration 1. Search for commonalities among competing goals. 2. Recognize that some of opponent’s goals may not have long-term implications; may be able to live with them. 3. Give and ask for some concession. 4. Develop new goals that incorporate and complement competing goals of all parties.

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14. A Strategic Approach to Conflict

15. Copyright © 2008 Allyn & Bacon Goal Setting Important Considerations:  Communicator’s goals can change over time.  Recognize the importance of the other party’s goals.  Understand the other’s party’s communication/conflict style.  If needed, respond with an alternative conflict style.

16. Copyright © 2008 Allyn & Bacon Situational Factors Elements in the conflict that affect the nature of conflict and the styles you select to deal with them.

17. Copyright © 2008 Allyn & Bacon Communication Competence Communication Competence: The strengths and weaknesses you possess in any conflict situation. Help to avoid conflict escalation. Conflict Escalation: Heightened tensions in conflict situations due to poor communication or misunderstandings.

18. Copyright © 2008 Allyn & Bacon Anxiety Management Focus on goals and outcomes. View your conflict partner in positive, human terms rather than an enemy who means to undermine you or your career. Seek emotional support and guidance from others who share your goals and position. During the meeting, take a break to collect your thoughts and clear your head.