Conflict management negotiation
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Conflict Management & Negotiation. Managing Conflict:. High. Performance. Low. Complacency. Managed. Intense. Conflict. Definitions. Conflict Interaction of persons who perceive incompatible goals and interference from one another in achieving those goals Negotiation

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Managing conflict
Managing Conflict:

High

Performance

Low

Complacency

Managed

Intense

Conflict


Definitions
Definitions

  • Conflict

    • Interaction of persons who perceive incompatible goals and interference from one another in achieving those goals

  • Negotiation

    • A process in which two or more parties attempt to reach acceptable agreement in a situation characterized by some level of disagreement.


Key steps
KEY STEPS

  • Analyze Situation

    • Identify your needs

    • Importance—Is it worth it?

    • Zero-sum

    • Strength of position

    • Future Interactions?

  • Analyze other party(ies)

    • Real needs, interests

    • Strengths/Weaknesses

    • Their styles/approach

  • Select Appropriate Approach

    • Conflict Style

    • Negotiation (Integrative, Distributive)


Styles of conflict resolution
Styles of Conflict Resolution

Aggressive

Competition

(forcing)

Collaboration

(Marriage Counselors/Labor mediation)

(Manager exerting authority)

Satisfy

Self?

Compromise

(Union-Management)

Avoidance

Accommodation

Passive

(Most common approach)

(Acquiescent Parent)

Uncooperative

Cooperative

Satisfy Other?

(Cooperativeness)


Integrative negotiation
INTEGRATIVENEGOTIATION

  • Conditions

    • Generally best

    • Win-Win is possible

    • Opponent is willing


Distributive negotiating
DISTRIBUTIVE NEGOTIATING

  • Conditions

    • Zero-sum game

    • Opponent is distributive

    • You have the power

    • Relationship not critical


Distributive strategies
DISTRIBUTIVE STRATEGIES

  • Identify target and resistance points

    • Goal?

    • Start moderately high/low, make concession, get stingy

    • View initial offers as a starting point

  • Persuasion

  • Leverage Power: Facts, Experience, position

  • Fairness

  • Emotions

  • Closed

  • Manage Perceptions


Integrative negotiation1
INTEGRATIVENEGOTIATION

  • Conditions

    • Generally best

    • Win-Win is possible

    • Opponent is willing

  • Key?

  • Integrative Strategies?


Integrative negotiation2
INTEGRATIVENEGOTIATION

  • Integrative Strategies

    • Openness

    • Trust

    • Flexibility

    • Begin Positively

    • Focus on the Issue

    • Remain Rational

    • Use objective criteria


Styles of conflict resolution1
Styles of Conflict Resolution

Aggressive

Competition

(forcing)

Collaboration

(Marriage Counselors/Labor mediation)

(Manager exerting authority)

Satisfy

Self?

Compromise

(Union-Management)

Avoidance

Accommodation

Passive

(Most common approach)

(Acquiescent Parent)

Uncooperative

Cooperative

Satisfy Other?

(Cooperativeness)


Choosing a style
CHOOSING A STYLE

  • Competition (forcing)

    • Time is an important constraint

    • Issue is unpopular/action must be taken

    • Commitment is not critical

    • Competitive others

    • You have the power

  • Collaboration

    • Too important for compromise

    • Time pressures are minimal

    • All want win-win

    • Communication-based


Choosing a style1
CHOOSING A STYLE

  • Avoidance

    • Issue is trivial

    • Costs/disruptions outweigh benefits

    • Problem may solve itself

    • Based on personal differences

  • Accommodation

    • Issue is more important to the other party

    • Stockpile Credits

    • Minimize loss

  • Compromise

    • Equal power with exclusive goals

    • Temporary solution to a complex issue

    • Tight time constraints


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