Conflict Management Negotiation Managing Conflict Performance High Low

Conflict Management & Negotiation

Managing Conflict: Performance High Low Complacency Managed Conflict Intense

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.

KEY STEPS ¶ Analyze Situation – – – Identify your needs Importance—Is it worth it? Zero-sum Strength of position Future Interactions? Ë Analyze other party(ies) – Real needs, interests – Strengths/Weaknesses – Their styles/approach Ì Select Appropriate Approach – Conflict Style – Negotiation (Integrative, Distributive)

Styles of Conflict Resolution Aggressive Competition (forcing) Satisfy Self? (Manager exerting authority) Collaboration (Marriage Counselors/Labor mediation) Compromise (Union-Management) Passive Avoidance Accommodation Uncooperative Cooperative (Most common approach) (Acquiescent Parent) Satisfy Other? (Cooperativeness)

INTEGRATIVE NEGOTIATION Conditions – Generally best – Win-Win is possible – Opponent is willing

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

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

INTEGRATIVE NEGOTIATION Conditions – Generally best – Win-Win is possible – Opponent is willing Key? Integrative Strategies?

INTEGRATIVE NEGOTIATION Integrative Strategies – – – – Openness Trust Flexibility Begin Positively Focus on the Issue Remain Rational Use objective criteria

Styles of Conflict Resolution Aggressive Competition (forcing) Satisfy Self? (Manager exerting authority) Collaboration (Marriage Counselors/Labor mediation) Compromise (Union-Management) Passive Avoidance Accommodation Uncooperative Cooperative (Most common approach) (Acquiescent Parent) Satisfy Other? (Cooperativeness)

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

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