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Conflict Management

Conflict Management . Instructor: Erlan Bakiev, Ph. D. Chapter 4 Negotiation Style. Negotiation Style. Avoidance Adversarial/Competitive Accommodating/Compromising Cooperative/Collaborative. Personality and Habitual Style.

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Conflict Management

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  1. Conflict Management Instructor: Erlan Bakiev, Ph. D.

  2. Chapter 4Negotiation Style

  3. Negotiation Style • Avoidance • Adversarial/Competitive • Accommodating/Compromising • Cooperative/Collaborative

  4. Personality and Habitual Style • High external locus of control and low assertiveness may drive an avoidance style. • Negative attitude toward conflict, high competitiveness, high need for achievement, high Mach, and low emotional stability may foster a competitive style. • High internal locus of control and high need for affiliation may foster a compromising style. • High internal locus of control, feeling preference, Type B, high emotional stability, high need for social power, and high need for achievement may foster a collaborative style.

  5. What Style Creates • Avoiding may sustain positive outcomes but permits escalating negative outcomes. • Competing creates a win/lose game. • Compromising gives up something. • Collaborating creates win/win.

  6. Distributive Versus Integrative Negotiation • Distributive negotiation presumes limited resources and limited options. • Integrative negotiation seeks resources and options. • Distributing is competitive. • Integrating is collaborative.

  7. Analyzing Your Self-Assessment • One consistent style across all persons and situations may reflect habit rather than appropriate choice of style. • Differing styles among persons and situations may reflect appropriate choice of style or differing needs and goals.

  8. When Avoiding Is Appropriate • Tempers are HOT. • Critical information is lacking. • There is inadequate time at the moment to address the matter effectively. • The matter in dispute is unimportant. • The relationship is much more important than the matter in dispute.

  9. When Competing Is Appropriate • There is an emergency and you are in a position to save yourself and others. • You possess special knowledge or authority. • There are no other options and you cannot be hurt by the other party.

  10. When Collaborating Is Appropriate ALMOST ALWAYS

  11. The Contingency Approach • Choice of negotiation style impacted by many factors including context, situation, facts, and people involved. • Intelligent diagnosis and assessment are necessary for making an effective choice.

  12. Be Flexible • A contingency approach means being flexible. • Expect the unexpected. • Know how to adapt to changes in the mix. • Know how your personality affects your flexibility. Judgers typically find adaptability more difficult than do perceivers.

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