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 8 Interests and Goals 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 Types of Goals in Negotiation Gain aspirations are the substantive and tangible things desired. Gain aspirations are the substantive and tangible things desired. Relationship goals describe the nature of and value placed on the personal relationships involved. Relationship goals describe the nature of and value placed on the personal relationships involved. “ I ” goals represent what I want for my ego and self-esteem. “ I ” goals represent what I want for my ego and self-esteem. Process goals describe how the interaction should proceed. Process goals describe how the interaction should proceed.

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 “ I ” Goals Your self-image Your self-image Your self-esteem Your self-esteem Your fears Your fears How you want to be perceived or viewed in the interaction or situation. How you want to be perceived or viewed in the interaction or situation.

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 Identifying your fears is the best way to identify your “ I ” goals.

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 “ I ” goals tend to make us inflexible and may cause us to be avoidant or competitive. “ I ” goals tend to make us inflexible and may cause us to be avoidant or competitive. “ I ” goals may cause us to attack the other person. “ I ” goals may cause us to attack the other person. The challenge is to control your own ego. The challenge is to control your own ego.

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 Process Goals Your approach Your approach Your style Your style Your manner of communication Your manner of communication Voice and participation by all parties Voice and participation by all parties Procedures Procedures

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 Process goals can be more important as substantive gain goals. Process goals can be more important as substantive gain goals. Human beings are more dissatisfied with processes they see as unfair than with outcome. Human beings are more dissatisfied with processes they see as unfair than with outcome.

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 Getting Your GRIP Identify goals in each of the four categories. Identify goals in each of the four categories. Evaluate and rank order the goals. Evaluate and rank order the goals. Try to identify goals in each category for your counterparts. Try to identify goals in each category for your counterparts. Search for common ground. Search for common ground.

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 Prospective goals are set prior to negotiation. Prospective goals are set prior to negotiation. Retrospective goals are identified after negotiation. Retrospective goals are identified after negotiation.

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 Retrospective goals identified may be accurate. Retrospective goals identified may be accurate. Retrospective goals identified may be rationalizations. Retrospective goals identified may be rationalizations.

12. 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 Goals and Negotiation Strategy You must come to GRIP before you may assess whether to avoid, manage, or resolve the conflict. You must come to GRIP before you may assess whether to avoid, manage, or resolve the conflict. Your GRIP enables you to choose whether to negotiate at all. Your GRIP enables you to choose whether to negotiate at all.

13. 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 Why You May Choose Not to Negotiate Relationship goals may trump substantive gain goals. Relationship goals may trump substantive gain goals. “ I ” goals may have been masquerading as “ G ” goals. “ I ” goals may have been masquerading as “ G ” goals.