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Conflict Management & Negotiation PowerPoint Presentation
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Conflict Management & Negotiation

Conflict Management & Negotiation

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Conflict Management & Negotiation

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  1. Conflict Management & Negotiation

  2. Managing Conflict: High Performance Low Complacency Managed Intense Conflict

  3. 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.

  4. 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)

  5. 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)

  6. INTEGRATIVENEGOTIATION • Conditions • Generally best • Win-Win is possible • Opponent is willing

  7. DISTRIBUTIVE NEGOTIATING • Conditions • Zero-sum game • Opponent is distributive • You have the power • Relationship not critical

  8. 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

  9. INTEGRATIVENEGOTIATION • Conditions • Generally best • Win-Win is possible • Opponent is willing • Key? • Integrative Strategies?

  10. INTEGRATIVENEGOTIATION • Integrative Strategies • Openness • Trust • Flexibility • Begin Positively • Focus on the Issue • Remain Rational • Use objective criteria

  11. 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)

  12. 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

  13. 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