Curs 5-6CM- 06.03.12

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation StrategiesBy Barbara A. Budjac Corvette

Lecture no 5-6Lecture no 5-6

Chapter 4Chapter 4Negotiation StyleNegotiation Style



Learning Objectives for Learning Objectives for This ChapterThis Chapter

To learn the four major negotiation styles.To learn the four major negotiation styles. To learn how personality affects To learn how personality affects

negotiation style.negotiation style. To assess your natural and habitual To assess your natural and habitual

negotiation styles.negotiation styles. To learn how to choose the appropriate To learn how to choose the appropriate

style.style. To identify steps toward developing To identify steps toward developing

effective negotiation styles.effective negotiation styles.



ExerciseExercise

Supose that you and a friend are walking Supose that you and a friend are walking together. A stranger approaches you and together. A stranger approaches you and offers to give of two of you one hundred offers to give of two of you one hundred thousand dollars. There are strings thousand dollars. There are strings attached. The only one requirement attached. The only one requirement however is that you have five minutes to however is that you have five minutes to decide how the two of you will share the decide how the two of you will share the money. If you cannot agree within five money. If you cannot agree within five minutes, no money will change hands. What minutes, no money will change hands. What is your first impulse in response to situation is your first impulse in response to situation 1?1?



Negotiation StyleNegotiation Style

AvoidanceAvoidance Adversarial/CompetitiveAdversarial/Competitive Accommodating/CompromisingAccommodating/Compromising Cooperative/CollaborativeCooperative/Collaborative



AvoidanceAvoidance

Negative approach of the conflictNegative approach of the conflict Avoiding is retreating or withdrawing, Avoiding is retreating or withdrawing,

failing to engage, ignore the existence of failing to engage, ignore the existence of the conflictthe conflict

Can be total or partialCan be total or partial Avoiding may sustain positive outcomes Avoiding may sustain positive outcomes

but permits escalating negative outcomes.but permits escalating negative outcomes. High external locus of control and low High external locus of control and low

assertiveness may drive an avoidance style.assertiveness may drive an avoidance style.



When Avoiding Is When Avoiding Is AppropriateAppropriate

Tempers are HOT.Tempers are HOT. Critical information is lacking.Critical information is lacking. There is inadequate time at the moment There is inadequate time at the moment

to address the matter effectively.to address the matter effectively. The matter in dispute is unimportant.The matter in dispute is unimportant. The relationship is much more important The relationship is much more important

than the matter in dispute.than the matter in dispute.



Adversarial/CompetitiveAdversarial/Competitive

Competing creates a win/lose game.Competing creates a win/lose game. Negative attitude toward conflict, Negative attitude toward conflict,

high competitiveness, high need for high competitiveness, high need for achievement, achievement, high need for personal high need for personal power, power, high Mach, and low emotional high Mach, and low emotional stability may foster a competitive stylestability may foster a competitive style

Criticizing, defensiveness, accusatory Criticizing, defensiveness, accusatory language, power-over-tactics, language, power-over-tactics, manipulationmanipulation



When Competing Is When Competing Is AppropriateAppropriate

There is an emergency and you are There is an emergency and you are in a position to save yourself and in a position to save yourself and others. others.

You possess special knowledge or You possess special knowledge or authority.authority.

There are no other options and you There are no other options and you cannot be hurt by the other party.cannot be hurt by the other party.



Accommodating/Accommodating/CompromisingCompromising

Compromising gives up something. Compromising gives up something. High internal locus of control and High internal locus of control and

high need for affiliation may foster a high need for affiliation may foster a compromising style.compromising style.

Neutral view toward the conflict Neutral view toward the conflict generallygenerally



When CompWhen Compromisingromising Is Is AppropriateAppropriate

If no better option is available and If no better option is available and non-negotiated optinon-negotiated optioon is not bettern is not better

The relationship is much more The relationship is much more important than the matter in important than the matter in dispute.dispute.

Next-to-best last resortNext-to-best last resort



Cooperative/Cooperative/CollaborativeCollaborative

Collaborating creates win/win. Collaborating creates win/win. High internal locus of control, High internal locus of control,

feeling preference, Type B, high feeling preference, Type B, high emotional stability, high need for emotional stability, high need for social power, and high need for social power, and high need for achievement may foster a achievement may foster a collaborative style.collaborative style.



When Collaborating Is When Collaborating Is AppropriateAppropriate

ALMOST ALWAYSALMOST ALWAYS



Distributive Versus Distributive Versus Integrative NegotiationIntegrative Negotiation

Distributive negotiation presumes Distributive negotiation presumes limited resources and limited limited resources and limited options.options.

Integrative negotiation seeks Integrative negotiation seeks resources and options.resources and options.

Distributing is competitive.Distributing is competitive. Integrating is collaborative.Integrating is collaborative.



Analyzing Your Self-Analyzing Your Self-AssessmentAssessment

One consistent style across all One consistent style across all persons and situations may reflect persons and situations may reflect habit rather than appropriate choice habit rather than appropriate choice of style.of style.

Differing styles among persons and Differing styles among persons and situations may reflect appropriate situations may reflect appropriate choice of style or differing needs and choice of style or differing needs and goals.goals.



The Contingency The Contingency ApproachApproach

Choice of negotiation style impacted Choice of negotiation style impacted by many factors including context, by many factors including context, situation, facts, and people involved.situation, facts, and people involved.

Intelligent diagnosis and assessment Intelligent diagnosis and assessment are necessary for making an are necessary for making an effective choice.effective choice.



Be FlexibleBe Flexible

A contingency approach means being A contingency approach means being flexible.flexible.

Expect the unexpected.Expect the unexpected. Know how to adapt to changes in the Know how to adapt to changes in the

mix.mix. Know how your personality affects your Know how your personality affects your

flexibility.flexibility.

Judgers typically find adaptability Judgers typically find adaptability more more difficult than do perceivers.difficult than do perceivers.

Curs 5-6CM- 06.03.12

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