Conflict Management Constructively
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Transcript of Conflict Management Constructively
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