Negotiations

ConflictConflict

Conflict occurs when•parties disagree over

substantive issues or when

•emotional antagonisms

create friction

Schermerhorn; Ch. 18

ConflictConflict

Conflict occurs when

•parties disagree over

substantive issues or when

•emotional antagonisms

create frictionSchermerhorn; Ch. 18

Substantive issuesSubstantive issues

Goals

Values

Allocation of Resources

Methods

Ethics


Substantive issues Substantive issues

Consider issues in health care

* patient care

* administration


Emotional antagonismsEmotional antagonisms

Anger

Mistrust

Dislike

Fear

Resentment



Pride

Invest emotion in a position

win/lose

save face

support friends

leverage by personality



Examples in health care

political hierarchy


Levels of ConflictLevels of Conflict

Intrapersonal

Interpersonal

Intergroup

Interorganization


TypesTypes

Horizontal

Vertical

Role


Positive / Constructive

Negative / Destructive


-

Low HighIntensity


Impact on

Performance

+Conflict

Moderate is constructive

StagesStages

Conflict antecedents

StagesStages

Perceived conflict

StagesStages

Felt conflict

StagesStages

Manifest conflict

= openly expressed in behavior

Environment of ConflictEnvironment of Conflict

Participants

Timing / Work cycles / Schedules

Day of the week

Hour of the day

Preexisting stress levels

What is in the bag?What is in the bag?

‘‘Getting to Yes’Getting to Yes’

What is the best way for people to deal

with their differences?

Create Options

Fisher R, Ury W: Getting to Yes, 1991

Where do we findWhere do we find ’differences’?’differences’?

__________________

__________________

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““The Problem”The Problem”

Don’t bargain over positions

Examples providedExamples provided

CustomerCustomer ShopkeeperShopkeeper


““The Method”The Method”

Separate the people from the problemEvery Negotiator has two kinds of interests:Every Negotiator has two kinds of interests:– The SubstanceThe Substance– The RelationshipThe Relationship

Separate the relationship from the substanceSeparate the relationship from the substance

TenantTenant LandladyLandlady



Perception• Discuss perceptionsDiscuss perceptions• Look for opportunities to act inconsistently with Look for opportunities to act inconsistently with

their perceptionstheir perceptions

– Engage in ‘Face-saving’Engage in ‘Face-saving’• Make sure your proposals are consistent with Make sure your proposals are consistent with

their valuestheir values..



Emotion– Recognize emotions (all sides)Recognize emotions (all sides)– Consider emotions legitimate and acknowledgeConsider emotions legitimate and acknowledge– Allow emotions to be displayedAllow emotions to be displayed– Don’t react to the emotionsDon’t react to the emotions– Use symbolic gesturesUse symbolic gestures



Communication• Use active listeningUse active listening• Acknowledge what is said but do not use Acknowledge what is said but do not use

paraphrasing to restate their perceptionparaphrasing to restate their perception• Restate their position positivelyRestate their position positively• Speak about yourself not themSpeak about yourself not them• Speak for a purposeSpeak for a purpose

– Engage in ‘Face-saving’Engage in ‘Face-saving’• Make sure your proposals are consistent with Make sure your proposals are consistent with

their values.their values.



Focus on the Interests, Not Positions• Ask ‘Why?’ and ‘Why Not?’Ask ‘Why?’ and ‘Why Not?’

• Consider the impact on my interests:Consider the impact on my interests:– Will I lose or gain political support?Will I lose or gain political support?– Will colleagues criticize or praise me?Will colleagues criticize or praise me?

• Impact on the group’s interests:Impact on the group’s interests:– What will be the short-term consequences? Long What will be the short-term consequences? Long

term?term?– What will be the economic consequences?What will be the economic consequences?– What will be the effect on outside supporters and What will be the effect on outside supporters and

public opinion?public opinion?– Will the precedent be good or bad?Will the precedent be good or bad?– Will making this decision prevent doing something Will making this decision prevent doing something

better?better?– Is the action consistent with our principles? Ethical?Is the action consistent with our principles? Ethical?– Can I do it later if I want?Can I do it later if I want?



Focus on the Interests, Not Positions• The most powerful interests are basic human The most powerful interests are basic human

needs.needs.

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Focus on the Interests, Not Positions• The most powerful interests are basic human The most powerful interests are basic human

needs.needs.


Security

Economic Well Being

A Sense of Belonging

Recognition

Control Over One’s Life


Invent Options for Mutual Gain• Not inventing is the normNot inventing is the norm• Judgement hinders evaluationJudgement hinders evaluation• People often approach this by narrowing the People often approach this by narrowing the

options not broadening them.options not broadening them.• Develop a solution that also appeals to the self-Develop a solution that also appeals to the self-

interest of the other partyinterest of the other party

– Process:Process:• Separate inventing from decidingSeparate inventing from deciding

– Add a brainstorming sessionAdd a brainstorming session– Involve a facilitatorInvolve a facilitator– Use the ‘Circle Chart’Use the ‘Circle Chart’


What is wrong What might be done

In Theory

In the real world

Step II. AnalysisStep II. Analysis

• Diagnose the problem• Sort symptoms into

categories• Suggest causes• Observe what is lacking• Note barriers

Step III. Step III. ApproachesApproaches

• What are the possible strategies or prescriptions?

• What are some theoretical cures?

• Generate broad ideas about what might be done.

Step I. ProblemStep I. Problem Step IV. Action IdeasStep IV. Action Ideas

• What’s wrong?• What are current

symptoms?• What are disliked facts

contrasted with a preferred solution?

• What might be done?• What specific steps

might be taken to deal with the problem?



Insist on Using Objective CriteriaDeveloping Objective CriteriaDeveloping Objective Criteria

• Fair StandardsFair Standards• Fair ProceduresFair Procedures


The Big What IfsThe Big What Ifs

What if they are more powerful?

Develop your BATNA

Best Alternative to a Negotiated Agreement



What if they won’t pay?



What if they use dirty tricks?


Negotiations

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