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Negotiations in Organizations. Why Negotiation Skills are so critical now?. Blurring of Organizational Boundaries New Organizational Structures (flax, flexible) New Managerial Roles (linking, liaison) Working with distributed resources Change initiatives from below Others?.

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Why negotiation skills are so critical now
Why Negotiation Skills are so critical now?

  • Blurring of Organizational Boundaries

  • New Organizational Structures (flax, flexible)

  • New Managerial Roles (linking, liaison)

  • Working with distributed resources

  • Change initiatives from below

  • Others?


Forms of conflict management
Forms of Conflict Management

  • Forcing -- use of power and position

  • Smoothing/Avoidance -- gloss over differences

  • Negotiation -- compromise/mutual agreements

  • Third Party --adjudication/mediation


Issues positions interests
Issues, Positions & Interests

  • The issue is team meetings

  • The position is a demand

    • I want to do less work in teams.

  • The interests are the reasons for the demands

    • I don’t have enough time.

    • I know the material already.

    • My partner hardly sees me.


Distributive negotiations claiming value
Distributive Negotiations/ Claiming Value

  • Assumptions

    • others are adversaries

    • what I gain you loose

  • Process

    • control information

    • argue persuasively

    • use power tactics (bluffs, threats, etc.)

  • Outcome

    • compromise / split the difference


Integrative negotiations creating value
Integrative Negotiations/Creating Value

  • Assumptions

    • others are adversaries and partners

    • possible to solve each other’s problems

  • Process

    • establish a dialogue

    • talk about interests and concerns

    • identify differences and possible of trade-offs

    • emphasize interdependencies

  • Outcome

    • mutual gains agreements

    • transformation of the problem


Language of constructive conflict
Language of Constructive Conflict

  • Talk about the problem (not who is right or wrong)

  • Talk in ways that validate and include others

  • Talk in by giving reasons for why you feel a certain way

  • Talk about interdependencies

  • Talk about the future--what we want, not what has been

  • Talk in language of trades--“what if” proposals


Distributive

Negotiation

Integrative

Negotiation

high

Conflict

Avoidance

low

Accommodation

low

high

Negotiation versus Other Ways of Handling a Conflict

Level of concern for one’s own outcome

Level of concern for the other’s outcome


Take aways
Take-Aways

  • Most negotiation situations start as a zero-sum game

    • a fixed pie or distributive negotiations

  • To move beyond this we need to work to expand the pie

    • both create value and claim value


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