1. Negotiations

2. Conflict Conflict occurs when parties disagree over
substantive issues or when
emotional antagonisms
create friction
Schermerhorn; Ch. 18

3. Conflict Conflict occurs when substantive issues or when
parties disagree over
substantive issues or when
emotional antagonisms
create friction
Schermerhorn; Ch. 18

4. Substantive issues Goals Values Allocation of Resources Methods Ethics
Schermerhorn; Ch. 18

5. Substantive issues * patient care * administration
Consider issues in health care
* patient care
* administration
Schermerhorn; Ch. 18

6. Emotional antagonisms
Anger
Mistrust
Dislike
Fear
Resentment
Schermerhorn; Ch. 18

7. Emotional antagonisms
Pride
Invest emotion in a position
win/lose
save face
support friends
leverage by personality
Schermerhorn; Ch. 18

8. Emotional antagonisms
Examples in health care
political hierarchy
Schermerhorn; Ch. 18

9. Levels of Conflict Intrapersonal Interpersonal Intergroup
Interorganization
Schermerhorn; Ch. 18

10. Types
Horizontal
Vertical
Role
Schermerhorn; Ch. 18

11. Positive / Constructive
Negative / Destructive
Schermerhorn; Ch. 18

12. Moderate is constructive
Conflict
Moderate is constructive
Impact on
Performance + -
Low
High
Intensity
Schermerhorn; Ch. 18

13. Stages
Conflict antecedents

14. Stages
Perceived conflict

15. Stages
Felt conflict

16. Stages
Manifest conflict
= openly expressed in behavior

17. Environment of Conflict
Participants
Timing / Work cycles / Schedules
Day of the week
Hour of the day
Preexisting stress levels

18. What is in the bag?

19. ‘Getting to Yes’ Create Options
What is the best way for people to deal with their differences?
Create Options
Fisher R, Ury W: Getting to Yes, 1991

20. Where do we find ’differences’?
__________________
Fisher R, Ury W: Getting to Yes, 1991

21. “The Problem” Don’t bargain over positions Examples provided
Customer Shopkeeper
Fisher R, Ury W: Getting to Yes, 1991

22. “The Method” Separate the people from the problem
Every Negotiator has two kinds of interests:
The Substance
The Relationship
Separate the relationship from the substance
Tenant Landlady
Fisher R, Ury W: Getting to Yes, 1991

23. “The Method” Perception Engage in ‘Face-saving’ Discuss perceptions
Look for opportunities to act inconsistently with their perceptions
Engage in ‘Face-saving’
Make sure your proposals are consistent with their values.
Fisher R, Ury W: Getting to Yes, 1991

24. “The Method” Emotion Recognize emotions (all sides)
Consider emotions legitimate and acknowledge
Allow emotions to be displayed
Don’t react to the emotions
Use symbolic gestures
Fisher R, Ury W: Getting to Yes, 1991

25. “The Method” Communication Engage in ‘Face-saving’
Use active listening
Acknowledge what is said but do not use paraphrasing to restate their perception
Restate their position positively
Speak about yourself not them
Speak for a purpose
Engage in ‘Face-saving’
Make sure your proposals are consistent with their values.
Fisher R, Ury W: Getting to Yes, 1991

26. “The Method” Focus on the Interests, Not Positions
Ask ‘Why?’ and ‘Why Not?’
Consider the impact on my interests:
Will I lose or gain political support?
Will colleagues criticize or praise me?
Impact on the group’s interests:
What will be the short-term consequences? Long term?
What will be the economic consequences?
What will be the effect on outside supporters and public opinion?
Will the precedent be good or bad?
Will making this decision prevent doing something better?
Is the action consistent with our principles? Ethical?
Can I do it later if I want?
Fisher R, Ury W: Getting to Yes, 1991

27. “The Method” Focus on the Interests, Not Positions
The most powerful interests are basic human needs.
__________________
Fisher R, Ury W: Getting to Yes, 1991

28. “The Method” Focus on the Interests, Not Positions Security
The most powerful interests are basic human needs.
Security
Economic Well Being
A Sense of Belonging
Recognition
Control Over One’s Life
Fisher R, Ury W: Getting to Yes, 1991

29. “The Method” Invent Options for Mutual Gain Process:
Not inventing is the norm
Judgement hinders evaluation
People often approach this by narrowing the options not broadening them.
Develop a solution that also appeals to the self-interest of the other party
Process:
Separate inventing from deciding
Add a brainstorming session
Involve a facilitator
Use the ‘Circle Chart’
Fisher R, Ury W: Getting to Yes, 1991

30. What might be done What is wrong In Theory In the real world
Step III. Approaches
Step II. Analysis
Diagnose the problem
Sort symptoms into categories
Suggest causes
Observe what is lacking
Note barriers
What are the possible strategies or prescriptions?
What are some theoretical cures?
Generate broad ideas about what might be done.
In Theory
Step I. Problem
Step IV. Action Ideas
What’s wrong?
What are current symptoms?
What are disliked facts contrasted with a preferred solution?
What might be done?
What specific steps might be taken to deal with the problem?
In the real world
Fisher R, Ury W: Getting to Yes, 1991

31. “The Method” Insist on Using Objective Criteria
Developing Objective Criteria
Fair Standards
Fair Procedures
Fisher R, Ury W: Getting to Yes, 1991

32. The Big What Ifs What if they are more powerful? Develop your BATNA
Best Alternative to a Negotiated Agreement
Fisher R, Ury W: Getting to Yes, 1991

33. The Big What Ifs What if they won’t pay?
Fisher R, Ury W: Getting to Yes, 1991

34. The Big What Ifs What if they use dirty tricks?
Fisher R, Ury W: Getting to Yes, 1991