conflict negotiation. conflict expressed difference between two or more people
TRANSCRIPT
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 ?