Conflict and Negotiations

Randy Ashby

Snhu adjunct

ol125

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

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).

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

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

Causes of Conflict• Interpersonal and Intergroup

– Power Struggle

– Organizational Structure

– Limited Resources

– Ethics

– Cultural Issues

– Opposing Ideology

– Bad Communication

– Competitionhttp://newresolutionmediation.blogspot.com/2008/02/getting-creative-in-mediation-2how-one.html

Conflict Management

• The Thomas – Kilmann Mode

Instrument (TKI) Identified five typical

predispositions when comes to handling

conflict:Value of Your Goal Value of the Relationship Your Outcome Their Outcome

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

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

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 person’s expense

– Competitors typically try to intimidate others and are aggressive.

– Only see things in terms of winning or losing

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

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

Negotiation Phases

• Planning

– Identify your Best Alternative to a Negotiated Agreement (BATNA)

– Try to find your opponent’s 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

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

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

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.

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 deal…and then not following through

• Time – going to fast or too slow

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

get anything at all

Works CitedConflict. (n.d.). In Merriam Webster Dictionary online. Retrieved from

http://www.merriam-webster.com/dictionary/conflict.

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-Kilmann’s Conflict Management

Modes and their Relationships to Fiedler’s Leadership Styles. Baltic Journal of Management, 8(1), pp. 45-65.

Negotiate. (n.d.). In Merriam Webster Dictionary online. Retrieved from http://www.merriam-webster.com/dictionary/negotiating.

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.