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  1. 1. Conflict and Negotiations Randy Ashby Snhu adjunct ol125
  2. 2. Agenda What is conflict Types of Conflict Causes Of Conflict Conflict Management Styles Collaboration and Compromise Accommodation, Avoiding, and Competition What is Negotiation Negotiation Phases Planning BATNA Discuss and Propose Bargain ZOPA Close Negotiation Mistakes Final thoughts
  3. 3. What is conflict Definition: a struggle for power, property, etc.; strong disagreement between people, groups, etc., that results in often angry argument; a difference that prevents agreement : disagreement between ideas, feelings, etc. (Merriam-Webster) According to the text: Conflict is a process the involves people disagreeing[and] can range from minor disagreements to workplace violence. (Bauer & Erdogan, 2014, p. 5.2).
  4. 4. Types of Conflict Multiple perspectives on what types of conflicts there are: Text (Bauer & Erdogan, 2014) Intrapersonal Conflict within yourself Interpersonal Conflict with other individuals Intergroup = Conflict between Groups You need to add one other type to really cover everything and that is: Intragroup Conflict within a group
  5. 5. Causes of Conflict Intrapersonal Values Having to choose between two things that are important (valuable) to you. Principles/Ethical Ethical dilemmas; need to do something that might violate one of your personal ideals. Emotions Anger/sadness/love impacting your thought process Intragroup causes Jehn, et al (2008): Task Disagreement of what needs to be done Relationship Interpersonal issues between members Process Disagreement of how the task should be accomplished
  6. 6. Causes of Conflict Interpersonal and Intergroup Power Struggle Organizational Structure Limited Resources Ethics Cultural Issues Opposing Ideology Bad Communication Competition 8/02/getting-creative-in-mediation-2how- one.html
  7. 7. Conflict Management The Thomas Kilmann Mode Instrument (TKI) Identified five typical predispositions when comes to handling conflict:Value of YourGoal Value of the Relationship YourOutcome TheirOutcome Collaborating High High Win Win Compromising Medium Medium Middle Middle Accomodating Low High Lose Win Avoiding Low Low Lose Lose Competing High Low Win Lose
  8. 8. Conflict Management Collaborating Work with someone to come to a solution where everyone is happy Those predisposed to collaboration like solving problems and taking time to address all of the underlying issues. They think they can maintain the relationship and get everyone what they want Compromising Give and take willing to give up something in order to get something in return Takes less time than collaborating but still helps to maintain relationships
  9. 9. Conflict management Accommodation Gives up goals to keep the peace Accommodators often complain about what they gave up Avoidance Ignores or runs from issues Avoiders are hoping the problem just goes away Competition Looking to gain an advantage at another persons expense Competitors typically try to intimidate others and are aggressive. Only see things in terms of winning or losing
  10. 10. What is negotiation to discuss something formally in order to make an agreement; to agree on (something) by formally discussing it; to get over, through, or around (something) successfully (Merriam Webster). In short working with another party on an agreement that is going to work out better than if you do not negotiate
  11. 11. Negotiation Phases Every negotiation has multiple phases that it will progress through for each party. Plan Discuss Propose Bargain Close The text uses five phases, as well, but they are a little different Investigate Determine your BATNA Presentation Bargaining Closure
  12. 12. Negotiation Phases Planning Identify your Best Alternative to a Negotiated Agreement (BATNA) Try to find your opponents BATNA Build your knowledge base Identify any problem areas, emotional issues, or pitfalls to avoid If ignorant both of your enemy and yourself, you are certain to be in peril. Sun Tzu, The Art of War
  13. 13. Negotiation Phases Discuss Discussion is not just opening up the negotiation; you are trying to build a rapport with the other party. People are more likely to deal fairly others that they know, understand, and can relate to. Propose This is where you present the information to the other party in a way that favors you and your goal of getting to the BATNA
  14. 14. Negotiation Phases Bargain Finding the point where all parties can agree Zone of Possible Agreement (ZOPA) Give and take needs to take place; if you are firm on a position then why are you even negotiatingBATNA Walk Away ZOPA
  15. 15. Negotiation Phases Close Closing a negotiation does not necessarily mean closing the deal. If an agreement is reached, make sure all interested parties understand what was decided If an agreement was not reached then find out from the other parties why. You may find that there was something you had not anticipated or thought about that can help in future negotiations.
  16. 16. Negotiation mistakes Jumping at the first offer Lack of communication Allowing ego and emotion to take precedent Lack of cultural understanding Over or under valuing certain points Heavily unbalanced outcome Failure to negotiate items individually Making the dealand then not following through Time going to fast or too slow
  17. 17. Final Thoughts Conflict can be mitigated with good communication, understanding, and cooperation. Think about what is important to you, what you are willing to give on, what is important to your negotiation partner, and what you think they may be willing to give on. If you only go for the win you may not
  18. 18. Works CitedConflict. (n.d.). In Merriam Webster Dictionary online. Retrieved from Bauer, T.N. & Erdogan, B. (2014). Human Relations in the Organization. Asheville, N.C.: Soomo Publishing. Baron, R.A. (1991). Positive Effects of Conflict: A Cognitive Perspective. Employee Responsibility and Rights Journal, 4(1), pp. 25-36. Jehn, K.A., Greer, L., Levine, S., & Szulanski, G. (2008). The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes. Group Decision and Negotiation, 17(6), pp. 465-495. Altmae, S., Turk, K., & Ott-Siim, T. (2013). Thomas-Kilmanns Conflict Management Modes and their Relationships to Fiedlers Leadership Styles. Baltic Journal of Management, 8(1), pp. 45-65. Negotiate. (n.d.). In Merriam Webster Dictionary online. Retrieved from Brett, J.F., Pinkley, R.L., & Jackofsky, E.F. (1996). Alternatives to Having a BATNA in Dyadic Negotiation: The Influence of Goals, Self-Efficacy, and Alternatives on Negotiated Outcomes. International Journal of Conflict Management, 7(2), pp. 121-138.

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