1. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Conflict Management Instructor: Erlan Bakiev, Ph. D.

2. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Chapter 6 Communicating in Negotiation

3. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Communicating The effective transfer of intended meaning.

4. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette The Communication Process Source–person originating the message. Source–person originating the message. Encoding–structuring the message. Encoding–structuring the message. Channel–medium used to send the message. Channel–medium used to send the message. Decoding–receiver ’ s perception, interpretation, and understanding of the message. Decoding–receiver ’ s perception, interpretation, and understanding of the message. Feedback–reply of what was understood. Feedback–reply of what was understood.

5. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Communication Entails Listening Talk less and listen more. Talk less and listen more. Seek new information. Seek new information. Do NOT stop listening because you think you know what is going to be said. Do NOT stop listening because you think you know what is going to be said. Do NOT stop listening to remember what you want to say. Do NOT stop listening to remember what you want to say. Do not assume what the other person means. Do not assume what the other person means. Do not interrupt. Do not interrupt. If you do not understand, say so. If you do not understand, say so. Show interest–lean forward, nod, smile. Show interest–lean forward, nod, smile.

6. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Rules for Speaking in Negotiation Do not answer if you are not prepared. Do not answer if you are not prepared. Do not answer a question not asked unless it aids in mutual understanding or benefit. Do not answer a question not asked unless it aids in mutual understanding or benefit. Do not be afraid to answer with a question. Do not be afraid to answer with a question. Do not ask what you do not want to be asked. Do not ask what you do not want to be asked. After you ask, close your mouth and listen. After you ask, close your mouth and listen. Occasionally ask a question to which you know the answer. Occasionally ask a question to which you know the answer. Restate your understanding of what the other said. Restate your understanding of what the other said. Do not be offensive or rude. Do not be offensive or rude. Use conditional and hypothetical statements until you are certain. Use conditional and hypothetical statements until you are certain. Do not say things to show off. Do not say things to show off. Do not be afraid of appearing stupid! Do not be afraid of appearing stupid! Do not be afraid to be silent! Do not be afraid to be silent!

7. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Filtering Knowing who you are, your personality attributes, your habitual behaviors, your biases and prejudices— and— allowing for them. Listening and speaking in the other ’ s language.

8. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette When Conflict Arises Assess whether it is substantive or due to personality and temperament differences. Assess whether it is substantive or due to personality and temperament differences. If due to temperament differences, filter–relate to the other in his/her terms. If due to temperament differences, filter–relate to the other in his/her terms. If conflict persists, identify and agree on the item or issue in dispute. If conflict persists, identify and agree on the item or issue in dispute. Negotiate on that item or issue. Negotiate on that item or issue. If conflict escalates at any time, call a time out. If conflict escalates at any time, call a time out.

9. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Kinesics Recognize what your behavior signals to others. Recognize what your behavior signals to others. Be aware that some send intentional signals. Be aware that some send intentional signals. Watch for body/language inconsistencies. Watch for body/language inconsistencies. Watch for sudden demeanor changes. Watch for sudden demeanor changes.

10. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Cues and Misconceptions Repeated head nods means the person wants to talk. Repeated head nods means the person wants to talk. People look more often at those they like. People look more often at those they like. Light toward your face and a lower chair may be signs of competitive intent and attitude. Light toward your face and a lower chair may be signs of competitive intent and attitude. Rubbing eyes may indicate non-acceptance. Rubbing eyes may indicate non-acceptance. Hands over face may indicate non-acceptance. Hands over face may indicate non-acceptance. Shifty eyes do not indicate deception. Shifty eyes do not indicate deception.

11. PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458 CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette Electronic Communication Don ’ t SHOUT. Add an occasional Add an occasional