conflict negotiation. conflict expressed difference between two or more people

Conflict NegotiationConflict Negotiation

Conflict

Expressed difference between two or more people

Consequences of Dispute

Communication becomes distorted. People view each other as stereotypes, not

as human beings. Each new escalation in aggressive behavior

is justified as a counter-response to the other person’s perceived aggression.

Struggle to “win,” even if it means that the other person will lose. We have a “win–lose” battle.

“zero-sum game,” meaning that everything you gain – dollars, status, power, authority – must be at someone else’s expense

Situations that can lead to disputes:

Interdependence of people and tasks Jurisdictional ambiguities Functional overlap (turf) Competition for scarce resources Differences in organizational status and influence Incompatible objectives and/or methods Differences in behavioral style Differences in information Distortions in communication Unmet expectations Unmet needs or interests Unequal power or authority Misperceptions Historic animosities Ethnic stereotyping.

Components of Conflict

Ambiguity: varying interpretationsUncertainty: unpredictable futureCompetition: winners and losersStress and Pressure: high risk

consequencesChange: promoters and resisters

Types of conflict.

Substantive conflict. A fundamental disagreement over ends or

goals to be pursued and the means for their accomplishment.

Emotional conflict. Interpersonal difficulties that arise over

feelings of anger, mistrust, dislike, fear, resentment, etc.

Different Types of Conflict

Relationship ConflictData ConflictValues ConflictStructural ConflictInterest ConflictGoal ConflictMethod Conflict

Conflict Scale

Types of conflict.

Functional (or constructive) conflict. Results in positive benefits to individuals, the

group, or the organization. Dysfunctional (or destructive)

conflict. Works to the disadvantage of individuals, the

group, or the organization.

Stages of conflict.

Conflict antecedents . Set the conditions for conflict.

Perceived conflict. Substantive or emotional differences are sensed.

Felt conflict. Tension creates motivation to act.

Manifest conflict. Conflict resolution or suppression. Conflict aftermath.

What is negotiation?

The process of making joint decisions

when the parties involved have

different preferences.

Definition of Negotiation

Negotiation is one of the most common approaches used to make decisions and manage disputes. It is also the major building block for many other alternative dispute resolution procedures.

Negotiation is a problem-solving process in which two or more people voluntarily discuss their differences and attempt to reach a joint decision on their common concerns.

Negotiation goals and outcomes.

Substance goals. Outcomes that relate to content issues.

Relationship goals . Outcomes that relate to how well people

involved in the negotiations and any constituencies they represent are able to work with one another once the process is concluded.

Effective negotiation.

Occurs when substance issues are resolved and working relationships are maintained or improved.

Positions in a Conflict

ASSERTIVENESS

CO

OP

ER

AT

ION

High

High

Low

Low Secret ResistanceOpen Rebellion

SubmissionWork to resolve

Guerilla fighterOpen Warfare

Conflict AvoiderPartner

Types of Negotiation

Positional: “line in the sand”Distributional: “one pie, more for me

means less for you”Collaborative: “expand the pie”

Interest-based Integrative

Conditions for Negotiation

Identifiable parties who are willing to participate

InterdependenceReadiness to negotiateMeans of influence or leverageAgreement on some issues and interestsWill to settleUnpredictability of outcomeA sense of urgency and deadlineThe people must have the authority to decideThe agreement must be reasonable and

capable of implementation

Why Parties Choose to Negotiate?

Gain recognition of either issues or parties Test the strength of other parties Obtain information about issues, interests, and

positions of other parties Educate all sides about a particular view of an issue or

concern Ventilate emotions about issues or people Change perceptions Mobilize public support Buy time Bring about a desired change in a relationship Develop new procedures for handling problems Make substantive gains Solve a problem.

Why Parties Refuse to Negotiate?

Negotiating confers sense and legitimacy to an adversary, their goals and needs.

Parties are fearful of being perceived as weak Discussions are premature. Meeting could provide false hope to an adversary or

to one’s own constituency. Meeting could increase the visibility of the dispute. Negotiating could intensify the dispute. Parties lack confidence in the process. There is a lack of jurisdictional authority. Authoritative powers are unavailable or reluctant to

meet. Meeting is too time-consuming. Parties need additional time to prepare.

Components of Conflict Negotiation

Conflict Escalators

Enemy ImageSimplificationPolarizationEmotionsHumiliationInvestmentsThe Obsession to Win

Conflict De-Escalators

HumanizePerspectiveSave FaceDesire to SettleShare SavingsApology

The Four-Sights of Negotiation Wisdom

Foresight: predict events and consequences

Hindsight: learn from the past to derive lessons for the future

Insight: understand yourself and your reactions to the world about you

Oversight: see the wider scope, its meaning, and interdependence

Any Question ?