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Negotiating and Resolving Conflict

Negotiating and Resolving Conflict. How often do you negotiate?. Often Seldom Never. How often do you negotiate?. In a research study of university students, the following question was posed to participants – often, seldom or never? Over 36% of the respondents answered “Seldom” or “Never”

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Negotiating and Resolving Conflict

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  1. Negotiating and Resolving Conflict

  2. How often do you negotiate? • Often • Seldom • Never

  3. How often do you negotiate? • In a research study of university students, the following question was posed to participants – often, seldom or never? • Over 36% of the respondents answered “Seldom” or “Never” (Stark & Flaherty, 2002)

  4. Definitions of conflict • “A conflict exists whenever incompatible activities occur.” (Deutsch) • “Conflict occurs when two or more people differ and at least one of them think it matters.” (Conbere & Heorhiadi)

  5. Conflict Escalation Conflict Constructive Underground

  6. Conflict and Negotiations • Don’t bargain over positions • Instead – change the game: • Separate the people from the problem • Focus on interests, not positions • Invent options for mutual gain • Insist on using objective criteria

  7. 1. Separate people from problems • Be soft on the people, hard on the problem • Yield to principle, not pressure • Every negotiator wants to reach agreement that satisfies his substantive interests

  8. 2.Focus on interests-not positions • Positions are what one demands, asks for, or indicates in any other way that one wants • Interests are the needs or desires that lead to, or inform, one’s position • To reach a WIN-WIN resolution of each party’s interests must be met

  9. Types of Interests • Procedural – concern for the nature of the problem solving process (e.g., need for fair process) • Psychological – concern for self (e.g., respect, physical or emotional safety) • Substantive – concern for the issue itself

  10. Exercise: Positions & Interests • Divide into teams of two • What are examples of positions and interests in conflicts in which you have been involved?

  11. 3. Invent options for mutual gain • Impossible to split the pie so that everyone is satisfied • Expand the pie first – then divide it • Identify shared interests • Be innovative in the solution • Create options • Try brainstorming

  12. Exercise: Generate Options

  13. 4. Use objective criteria • Negotiate on the basis of objective criteria, not what the other party demands • Standards, market value, replacement costs, etc. • Be open to reason, closed to threats • Yield to principle, not pressure

  14. Exercise: Conflict Steps • Divide into teams • Identify a recent conflict • Walk through each of the four conflict resolution steps for this event

  15. Develop BATNA • Best alternative to a negotiated agreement (BATNA) – what you will do if there is no negotiated agreement • Invent list of actions you might take • Improve and convert ideas to practical alternatives • Select the one alternative that seems best

  16. R E L A T I O N S H I P Accommodate Collaborate Compromise Avoid Control TASK Conflict Styles

  17. Exercise: Conflict Styles Goal: Negotiate about working on Saturday Rules: • Accommodator & Controller • Controller is the boss, wants other to work on Saturday • Accommodator promised souse to be home on Saturday, which is the spouse’s birthday. Plans have been made and cannot be changed. • Pretend this is important

  18. “Plays well with others” • What if they don’t play nicely? • Jujitsu – turn them away from positions and towards the merits • How can you do this? • ….. • ….

  19. Turning the tables • Don’t attack their position. Look behind it. • Don’t defend your ideas. Invite advice. • Recast an attack on you as an attack on the problem. • Ask questions and pause. • Use silence as a weapon.

  20. Exercise: Redirect • You are in a heated argument with a colleague who attacks your idea for a new product. • The attack gets personal. • How should you respond? • If the attack is from your boss, how should you respond?

  21. Critical Elements • Time • Information • Power • Reward – give benefit • Coerce – punish • Expert – knowledge • Legitimate – prescribe behavior • Referent – attract options

  22. The Negotiation Table • Prepare: • Set goals • Collect information • Construct agenda • Identify initial BATNA • Deliver core message

  23. At the Negotiation Table • Interests – Identify yours and the other’s • Options – what are the possible options open to you and the other? • Objective Criteria – What objective data will you use to assess whether or not options are acceptable? • Alternatives to Agreement – If you cannot reach an agreement, what are all the possibilities? (continue to develop BATNA)

  24. Deciphering the Conflict

  25. Relationships vs. Tasks • Task conflict – how to do it best • Relationship conflict – about feelings • Much easer to negotiate at the task level!

  26. Critical Elements of Negotiation • Time: The value of an agreement is reduced by the amount of time and effort that is invested in reaching that agreement • Information: The side with the most and the best information usually receives the best outcome in a negotiation • Power: Ability to influence people or situations

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