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

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

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

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

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

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

8. Emotional Intelligence Emotional perception & expression Emotional facilitation of thought Emotional understanding Emotional management

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

10. Types Horizontal Vertical Role Schermerhorn; Ch. 18

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

12. Stages Conflict antecedents Perceived conflict Felt conflict Manifest conflict = openly expressed in behavior

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

14. What is in the bag?

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

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

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

18. “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

19. “The Method” Perception 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

20. “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

21. “The Method” Communication 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

22. “The Method” Focus on the Interests, Not Positions Ask ‘Why?’ and ‘Why Not?’ Ask ‘Why?’ and ‘Why Not?’ Consider the impact on my interests: Consider the impact on my interests: –Will I lose or gain political support? –Will colleagues criticize or praise me? Fisher R, Ury W: Getting to Yes, 1991

23. “The Method” Focus on the Interests, Not Positions Impact on the group’s interests: 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

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

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

26. “The Method” Invent Options for Mutual Gain –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

27. What is wrong What might be done In Theory In the real world Step II. Analysis Diagnose the problem Sort symptoms into categories Suggest causes Observe what is lacking Note barriers Step III. Approaches What are the possible strategies or prescriptions? What are some theoretical cures? Generate broad ideas about what might be done. 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? Fisher R, Ury W: Getting to Yes, 1991

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

29. 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

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

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

32. Project 3 Goal: Have a successful negotiation to secure your position. Objectives: This will vary by team. See further information below. Outline strategies to achieve the objectives at this meeting. Identify activities that would take place prior to the meeting to enhance your position. Assess how you would interact with your team member and how your team may interact with the other teams. Note what objectives you have in common and what objectives may be in conflict. Determine what you will share openly with your team members and what your team will share with the other teams. By default - what does that leave that you will not share with anyone? Demonstrate negotiation skills. Demonstrate the ability to conduct a negotiation in a professional manner.

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34. Scenario Your organization has just conducted a strategic plan that has a goal of expansion in health promotion activities involving nutrition. To achieve this goal the nutrition and wellness division will require additional resources in the form of personnel (2.5 FTE estimated at = $62 K per FTE), additional office space, and equipment and supplies. The total estimated annual budget is $250K. However, the estimates on return for the investment suggest it will take 5-6 years for this area to bring revenue to your business. A second goal of the strategic plan is to maximize assets for improved risk management. Currently legal fees and direct payments are costing the company $100K per year. The main expenses are increased insurance premiums, legal fees and compensation for injuries related to some malfunctioning equipment.

35. Team A: Team A:Represents company management. This is the decision making group for the negotiation. –The CEO of the company who must present a plan to the board of directors that indicates the strategic plan is moving forward and the company is using fiscal responsibility. –The Chief Financial Officer. –The Director of Policy who had developed the strategic plan.

36. Team B: Team B:Represents the nutrition and wellness division.

37. Team C: Team C:Represents the risk management team.

38. The Needs Team A:Needs to prove financial responsibility. The company has not been making a profit, the stockholders are alarmed and the startup cash flow suggests they may only have reserves for 3-4 years. Team B:Needs to expand. The RD who was first hired realizes without the expansion her area may in fact be cut and nutrition information handled by the physical activity consultant. Team C:Needs to settle outstanding legal suits. Is concerned additional problems may exist with other equipment

39. The Results Everybody needs to look good Everyone's job is on the line

40. Rules/ Format Each team will have 10 minutes for a presentation. Followed by a break. Lobbying may occur during the break. After the break there will be 30 minutes for negotiations. At the end of the session each group will summarize their position and any agreements that were reached. Team A will make a decision.

41. Business Environment Consider this a formal business presentation. Attire for this meeting is either a business suit or a jacket/ skirt. Each member represents the team and as such professional conduct and communication styles will be evaluated as both a team and individual effort.

42. 12 Points Team grade: 9 points for team presentation 3 points for team paper (One 3 page summary of the project per team.) This paper should describe strategies for the negotiation. Demonstrate a synthesis with information from the supportive reading ‘Getting to Yes’. Overall quality of work Focus on goal and objectives for the project Effective selection and application of productivity tools Materials / Handouts / Illustrations / Overheads Team coordination and organization Evaluation

43. 4 points for the individual grade: –Oral presentation; –Level of participation in negotiation process including observations of other teams activities, evaluation of their strategies, redesign of team strategy given evolving negotiation, lobbying involvement, demonstration of professional conduct. etc. Evaluation