PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Conflict Management Instructor: Erlan Bakiev, Ph. D.
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Chapter 1 Defining Negotiation and Its Components
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Defining Negotiation Human interaction is essentially negotiation. Intimidating, chiseling, and tricking are NOT negotiation.
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Negotiation Is Personal Emotions, temperament, and personality affect needs, interests, goals, and perspectives. Emotions, temperament, and personality affect needs, interests, goals, and perspectives. Ego, self-concept, and fears affect our needs. Ego, self-concept, and fears affect our needs. Attitude affects our needs and our negotiation. Attitude affects our needs and our negotiation. Knowledge of self is the starting point toward building effective negotiation skills. Knowledge of self is the starting point toward building effective negotiation skills.
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Not Everything Is Negotiable Every person has limits to what he/she will give and take. Every person has limits to what he/she will give and take. Not everything SHOULD be negotiated: Not everything SHOULD be negotiated: Potential for MUTUAL BENEFIT is a prerequisite to negotiation.
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Components of Negotiation Personality Personality Approach Approach Style Style Temperament Temperament Perception Perception Interests Interests Goals Goals Needs Needs Values Values Power Power Type of Conflict Type of Conflict Substantive Issues Substantive Issues Alternatives Alternatives
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette How Do You Know What You Know? What do you know? What do you know? Beliefs may be confused with Assumptions. Beliefs may be confused with Assumptions. Critical thinking includes asking: “ Why? ” Critical thinking includes asking: “ Why? ”
PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Fifteen-Step Plan Practice critical thinking and empathy. Practice critical thinking and empathy. Study psychology, sociology, communication, and conflict. Study psychology, sociology, communication, and conflict. Know yourself. Know yourself. Know negotiation styles and temperaments. Know negotiation styles and temperaments. Communicate effectively. Communicate effectively. Acknowledge cultural and contextual differences and expectations. Acknowledge cultural and contextual differences and expectations. Understand the dynamics of power. Understand the dynamics of power. Identify interests and goals before you negotiate. Identify interests and goals before you negotiate. Be assertive. Be assertive. Be persuasive. Be persuasive. Be prepared and avoid common mistakes. Be prepared and avoid common mistakes. Use tactics that work for you and understand other tactics. Use tactics that work for you and understand other tactics. Know when to walk away. Know when to walk away. Know how to evaluate your performance and improve. Know how to evaluate your performance and improve.