1. LEAP Silver Required Session
Conflict Management
LEAP Silver Required Session

3. 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.

4. Five Ways to Handle Conflict
Avoidance
Competition
Accommodation
Compromise
Collaboration

5. 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

6. 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

7. 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?

8. 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.

9. 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

10. 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

11. 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!

12. 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

13. Perception

14. 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.

15. Time to Practice!