LEAP Silver Required Session Conflict Management LEAP Silver Required Session

Session Outcomes Learn the five ways people handle conflict and which one(s) you use most often Learn the difference between positional bargaining and interest-based negotiation Learn how to apply the five steps of principled negotiation to resolve conflict Practice an interest-based negotiation Sources: Fisher, R. and William Ury, W. (1991). Getting to yes: Negotiating agreement without giving in.  United States: Penguin Books. Materials from V547 Negotiation and Alternative Dispute Resolution course, School of Public and Public and Environmental Affairs, Indiana University-Bloomington.

Five Ways to Handle Conflict Avoidance Competition Accommodation Compromise Collaboration

Negotiation Negotiation is a dialogue, discussion, or written exchange aimed at resolving a dispute or completing transaction Communication for the purpose of persuasion  A process to agree on how to share or divide limited resources A process to create something new that you can't do on your own

Negotiation v. Bargaining Describes competitive, win- lose situations Taking and giving up of demands with offers and counter-offers Ignores underlying concerns Becomes a contest of will Encourages game-playing Tends to view the other party as the “enemy” Negotiation Win-win solutions to conflicts Involves problem-solving and collaboration Other party becomes a partner in the solution, not the enemy

Characteristics of a Negotiation Two or more parties need each other Voluntary Expectation of give and take Preference to negotiate rather than fight, avoid, accommodate, or have a third party decide the outcome Involves managing tangibles (substance) and intangibles (personal values, emotions) which are often not revealed How did you learn how to negotiate?

Principled, or Interest-Based, Negotiation Parties attempt to preserve their relationship and meet each side’s interests through a problem-solving approach based on merit. Parties educate each other about their needs and jointly create solutions that meet those needs.

Five Steps of Principled Negotiation Separate the People from the Problem Conflict lies in each person’s perception of reality Emotions must be made explicit and acknowledged as legitimate You should attack the problem, not the people. Focus on INTERESTS, not POSITIONS Positions are the demand or solution taken by a disputant; the tangible outcome you are seeking Interests are the underlying considerations (needs, fears, concerns) that motivate people to take a position Generate options for mutual gain (a.k.a. brainstorming) Obstacles: premature judgment, searching for a single answer, assumption of a “fixed pie,” or it’s “not my problem” Prescription: separate brainstorming from decision-making, broaden options, and search for mutual gains Insist Upon Objective Criteria Objective criteria is an independent standard that exists separate and apart from the dispute that serves as a joint reference so that parties can make informed decisions based on relevant data Takes it away from being “personal” to using market data, best practice models, tested leadership theory, etc. Know your BATNA (Best Alternative to Negotiated Agreement) Your BATNA is the best option you have if you cannot agree and walk out of the negotiation Judge every offer on the table against your BATNA before you end a negotiation It’s helpful if you can determine the other side’s BATNA

Approaches to turn other side to principled negotiation: Focus on what YOU do by modeling the way Focus on what they do: Direct their attention back to the merits of working toward a collaborative solution Call in a third party, if necessary, to reinforce principled negotiation steps Strategies to escape a positional bargaining cycle: Change attack-react to attack- counteract by… Asking a LOT of questions rather than making statements Focus on the future rather than the past

Negotiation Strategy and Planning Determine your goal Don’t forget to make it S.M.A.R.T.! Should include both substantive and relationship goals Determine your strategy Use tactics (behavior) to execute your strategy Determine your plan to implement your strategy Consider the other person’s point of view, their interests, and their BATNA No matter how much you prepare…you WILL be thrown a curveball!

Perception, Framing, and Communication Perception is subjective and is influenced by your personal values, experiences, and culture. Each person’s perceptions have validity and are neither right nor wrong Framing Framing is about focusing, shaping, and organizing Helps to focus on key issues Communication Three modes of communication (giving the message) Non-verbal; Verbal; Para-verbal Four levels of communication (receiving the message Not hearing; hearing content; hearing feelings; therapeutic listening Practice ACTIVE LISTENING Neutrally state in your own words what the speaker has said and combine with empathetic response, if possible Use “I” statements rather than assigning blame

Perception

Have the Conversation! Determine where and the medium you will use to communicate If meeting in person, make sure it’s non-threatening How many people need to be in the room (one-on-one is best) Anticipate the length of the session…will you need to sit down more than once? Remember to focus on INTERESTS, not positions! FIVE MINUTE “SWEATY PALM” CONVERSATION Make sure the problem is resolved Leave the conversation/negotiation with an offer like, "Let's commit that you will let me know right away if I do something that upsets you, and when you bring it to my attention, we will stop what we are doing to address it.” You cannot make anyone sit down with you and have a rational conversation. You can only influence him/her.

Time to Practice!