Chapter 17 Collaborator and Negotiator

Conflict Defined Expression of differences in: –Values –Viewpoints –Goals –Attitudes or beliefs between individuals, groups, or organizations May be actual or perceived

Historical Views of Conflict Before 1960, conflict was –Always bad –To be avoided at all costs –Something wrong with organizations or persons who engaged in conflict

Historical Views of Conflict After 1960, conflict was –Good for the organization –Resulted in change, new ideas –Inevitable –Productive and growth producing –Lead to a higher level of performance

Types of Conflict Functional Dysfunctional

When Does Conflict Occur? Does it find you or… –Do you look for it? Is there a value difference? Is there a change going on? Is there a desire for limited and scarce resources?

Power Types Reward Coercive Expert Referent Legitimate Information

Categories of Conflict Interpersonal Intrapersonal Intragroup Intergroup

Methods of Reducing Conflict Avoidance Withholding Accommodation Forcing Compromise Competing Confronting

Negotiation Gentle art of having opposing party understand your position and come to a compromise about theirs

Negotiation Process Issue must be one that can be negotiated Both sides must be able to give up something they deem important Winning over opponent is not the ultimate goal

Negotiation Process Must have trust on both sides Must have faith in negotiation process itself

Let’s Make a Deal Positional bargaining Interest bargaining

Principled Negotiation Only objective data should be utilized Focus should be on mutual interests Separate person from issue or problem

Principled Negotiation Look at alternatives that have mutually acceptable solutions Trust is assumed by both sides

Collaboration Problems are brought into the open Goal –Bring issues to conversation –Identify underlying causes to find a solution that is mutually acceptable

Collaboration