Conflict Management & Negotiation

Managing Conflict:Perform

ance

Perform

ance

ConflictConflict

ComplacencyComplacency ManagedManaged IntenseIntense

HighHigh

Low

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.

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)

KEY STEPS

CompetitionCompetition(forcing)(forcing)

CollaborationCollaboration

CompromiseCompromise

AvoidanceAvoidance AccommodationAccommodation

Satisfy Other?Satisfy Other?(Cooperativeness)(Cooperativeness)

UncooperativeUncooperative CooperativeCooperative

Satisfy Satisfy Self?Self?

AggressiveAggressive

PassivePassive

(Manager exerting authority)(Manager exerting authority)(Marriage Counselors/Labor (Marriage Counselors/Labor mediation)mediation)

(Union-Management)(Union-Management)

(Most common approach)(Most common approach) (Acquiescent Parent)(Acquiescent Parent)

Styles of Conflict Resolution

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

INTEGRATIVENEGOTIATION

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

DISTRIBUTIVE NEGOTIATING

Identify target and resistance points– Goal?– Start moderately high/low, make concession, get stingy– View initial offers as a starting point

PersuasionLeverage Power: Facts, Experience, positionFairness EmotionsClosedManage Perceptions

DISTRIBUTIVE STRATEGIES

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

Key?Integrative Strategies?

INTEGRATIVENEGOTIATION

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

INTEGRATIVENEGOTIATION

CompetitionCompetition(forcing)(forcing)

CollaborationCollaboration

CompromiseCompromise

AvoidanceAvoidance AccommodationAccommodation

Satisfy Other?Satisfy Other?(Cooperativeness)(Cooperativeness)

UncooperativeUncooperative CooperativeCooperative

Satisfy Satisfy Self?Self?

AggressiveAggressive

PassivePassive

(Manager exerting authority)(Manager exerting authority)(Marriage Counselors/Labor (Marriage Counselors/Labor mediation)mediation)

(Union-Management)(Union-Management)

(Most common approach)(Most common approach) (Acquiescent Parent)(Acquiescent Parent)

Styles of Conflict Resolution

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

CHOOSING A STYLE