2. Conflict & Negotiation
Chapter 9
Conflict & Negotiation

3. Introduction All conflict is not the same
There is much evidence regarding different styles of conflict resolution
There are few more un-nerving events for a new manager than to be thrust into conflict situations and being asked to mediate between parties

4. Myths of Conflict & Negotiation
Conflict is only dysfunctional
Conflict is generally a “personality” problem
Negotiation creates a winner and a loser
Good conflict mediators are born not made

5. Types of Conflict and Their Effects
Task conflict
conflict about tasks, ideas, and issues
divorced from evaluations of people’s character
Relationship conflict
personalized and highly threatening
damaging for personal relationships, team functioning and problem solving

6. Positive and Negative Effects of Conflict

7. Sources of Conflict Relationship-centered disputes
stem from what has transpired between two or more people
often deteriorate into name-calling sessions
sometimes outside of the scope of the manager to mediate

8. Sources of Conflict Task-centered disputes
debates over competing ideas, proposals, interests, or resources

9. Question?
What source of conflict involve scarce resources, uncertainty, degree to which competition is present?
Informational
Perceptual
Role
Environmental
The correct answer is “D” – environmental. See slide 9-13.

10. Sources of Conflict Informational factors
come into play when people have developed their point of view on the basis of a different set of facts

11. Sources of Conflict Perceptual factors
exert their influence when people have different images or interpretations of the same thing
each person selects the data that supports their point of view
tends to devalue information that does not support it

12. Sources of Conflict Role factors
people believe that their roles within an organization are somehow in conflict
“turf” associated with their position is being usurped

13. Sources of Conflict Environmental factors Mixed-motive situation
scarce resources, uncertainty, degree to which competition is present
Mixed-motive situation
employees are placed in scenarios where they are rewarded if they compete aggressively but told that they should work toward the department’s overall outcome as a whole

14. Sources of Conflict Personal factors incompatible personal values
different personalities
differing long and short-term goals

15. Matching Conflict Styles with Situations
Accommodating
Avoiding
Compromising
Competing
Collaborating

16. Kilman’s Conflict Resolution Grid

17. Ineffective Conflict Management Techniques

18. Competition Dominant and non-supportive
Individuals pursue their own concerns aggressively at the expense of others

19. When is Competition Appropriate?
Safety is on the line
Perception issues need to be resolved
Unpopular actions need implementing
Against people who take advantage of non-competitive behavior

20. Using Competition Effectively
Be direct
Explain later
Use this strategy selectively

21. Accommodation Supportive and submissive, unassertive and cooperative
Individuals neglect their own concerns to satisfy the concerns of others

22. When is Accommodation Appropriate?
When you engage in a series of negotiations
Someone knows more about the situation than you do
Status or power differences in a dispute

23. Using Accommodation Effectively
Acknowledge the accommodation
Have a rationale

24. Avoiding Submissive and non-supportive, unassertive and uncooperative
People do not immediately pursue their own concerns or those of others

25. Guidelines for Avoiding
Set time limits
Set goals for the “time-out” period

26. Compromising
People want to find some expedient, mutually acceptable solution that partially satisfies everyone involved
Splitting the difference, exchanging concessions

27. When is Compromising Appropriate?
Conflict has significant role factors
Obtain temporary solutions
Time pressure

28. Collaborating Dominant and supportive, assertive and collaborative
Involves attempting to work with the other person to find some solution that fully satisfies the concerns of both people

29. When is Collaborating Appropriate?
Objective is to learn more about the other party
Want to merge insights from other groups
Work through feelings
Need to gain commitment

30. How People Actually Respond to Conflict

31. Seeking Superordinate Goals
objective that is so valuable to both parties that it transcends the dispute

32. Effective Negotiations
Preparation
Execution
Evaluation

33. To Negotiate or Not?
Important to question whether an issue that appears to be non-negotiable truly is
If there is no way to create added value for yourself, you should not be negotiating

34. Outcomes of an Ideal Negotiation
All parties believe they made a good deal
The relationship is maintained or even improved
Each negotiator’s constituents are satisfied with the agreement

35. Integrative (Win-Win) Negotiation
Focused on cooperative problem solving
Treat conflict as being separate from the relationship and that we work to seek a solution to the conflict that is mutually acceptable

36. Characteristics of Win-Win Negotiation

37. The Stages of Negotiation
Preparation
Understand needs
List and discuss options
Process tactics
Ending
Evaluation

38. Discussion Question?
Which stage of negotiation is most important in solving conflict the quickest?
Preparation
List and discuss options
Process tactics
Ending
There is no one best answer. All stages are important. See previous slide.

39. Negotiation Preparation
Organizing the issues
Talk to other people who have information you need
Analyze the parties you’ll be negotiating with
Consider your BATNA (best alternative to a negotiated agreement)

40. Negotiation Preparation
Understanding the needs of other parties
List and discuss possible options

41. Talk to Other People
Seek out other people you know who have conducted similar negotiations
Talk to your constituents
Talk beforehand to the other parties

42. Some Difficult Negotiators

43. Some Common Forms of Leverage
Legitimacy
Timing
Limited authority

44. Bluffing Carries a Risk
Heavy-handed bluffing can strain relationships
If the bluff fails, the negotiation can be over

45. Actions of Superior Negotiators

46. Question?
What is an outside party who specializes in helping people in conflict reach an amicable agreement?
Negotiator
Mediator
Arbitrator
Moderator
The correct answer is “B” – mediator. See next slide.

47. Mediation
Mediator
outside party who specializes in helping people in conflict reach an amicable agreement

48. Guidelines for Mediation
Choose a comfortable, neutral space away from any party’s “turf.”
Shorter is better—schedule short meetings and be involved for as short of a time as possible.
Listen with an open mind and do not say much.
Be respectful and express only positive opinions of the parties involved.

49. Guidelines for Mediation
Emphasize a desire to help. Do not pick sides.
Assure parties that all conversations are held in strict confidence.
Be a role model and build a strong reputation for staying on task and doing what you say.

50. Effective Mediator Is dogged in learning and applying facts
Frames the disputed claims into the real issues
Maintains neutrality
Seeks to understand the underlying interests of each party

51. Article
Read an article on “Negotiating with Employers” from the University and College Union