Communication Conflict and Negotiation Flashcards
5 Key Barriers to Communication
Filtering- The sender manipulates information so that it will be seen more favourably by the receiver
Emotions- Individuals may interpret the same message differently when they are angry or distraught than when they are happy
Selective perception- The receivers selectively see and hear based on their needs, motivations, experience, background, and other personal characteristics
Information Overload- Occurs when the information we have to work with exceeds our processing capacity
Language- Words mean different things to different people.
Active Listening
Listening in interpersonal contexts is multidimensional:
* Attention- present, responsive
* Comprehension – understanding, curious
* Relation – supportive, respectful, caring, non-judgemental
Outcomes of Active Listening
If you listen to others:
* Viewed as likeable
* More trusting
* Leadership capabilities
If others listen to you:
* Increased job satisfaction
* Reduced anxiety
Conflict
- A process that begins when one party perceives that another party has negatively affected, or will negatively affect, something that the first party cares about
- Based on belief, not whether the other party actually does so or intends to
Types of Conflict
- Relationship conflict: Interpersonal relationships
- Task conflict: Work content and work goals
- Process conflict: How the work is done (roles, etc.)
Task conflict:
Can be functional but
- Co-occurring (with relationship conflict)
- Strength
- Personalities (high openness to experience & emotional stability) leads to functional task conflict.
Two Components of Conflict management
Assertiveness how concerned you are with a personal interest
Cooperativeness how concerned you are with others’ interests.
Forcing (competing)
Imposing one’s will on the other party
Win-Lose
When to use it?
In emergencies
Vital issues, when right
To avoid being taken advantage of no other options
*Must have a power base to engage in force!
Collaborating (problem-solving)
- A situation where the parties in conflict each desire to satisfy fully the concerns of all parties
- Win-Win
- When to use?
- No opposing interests
- Important issues for both
- Have enough time
- To continue the relationship
Compromising
- A situation in which each party to a conflict is willing to give up something.
- Each party wins + loses
- When to Use?
- Mutually exclusive goals
- Time pressure
- Limited resources
Avoiding
- Ignoring or minimizing the importance of the issues creating the conflict
- Lose- Lose
- When to use?
- Unimportant issues
- Unlikely resolution
- Short-term situations
Yielding
- Accepting and incorporating the will of the other party
- Lose- Win
- When to use?
- You are wrong
- Small power base
- Build social credit for a long-term relationship
Negotiation
A process that occurs when two or more parties decide how to allocate scarce resources
Negotiation Strategies-
Distributive Approach (divide the pie)
- Resolve pure conflicts of interest (fixed resources, irreconcilable goals)
- Win-lose, get as much as you can
- Establish a bargaining range
- Make the first offer
- Reveal a deadline
Negotiation Strategies-
Integrative Approach
- Requires parties to be open, flexible, and creative
- Problem-solving
- Win-win, ensure that both parties are happy
- Builds on a long-term relationship
Aspirational Range (Bargaining value)
Initial offer point – the team’s opening offer to the other party
Target point- the team’s realistic goal or expectation for a final agreement
Resistance point – the point beyond which the team will make no further concessions
Target
Your goal in the negotiation
What price would you like to sell/buy the item for?
Should be realistic, based on available information
Know your BATNA
(Best alternative to a negotiated agreement)
Estimates your power in the negotiation
Represents the estimated cost of walking away from the relationship.
If it is a low cost to walk away from the negotiation you have a high BATNA
Don’t overestimate your BATNA
BATNA vs Reservation point
Reservation Price is BATNA +/- things that make you want to do the deal (premium)
Switching costs, ego, miscellaneous preferences
Knowing your BATNA helps protect your resistance point from influence by the other party
Negotiation Objectives
Skills for claiming value:
Prepare and set goals
Know your BATNA
Manage time
Make the first offer
Concessions
Strategies for creating value:
Gather information.
Discover other parties’ priorities.
Build relationships
Recognizing Integrative Potential
- The negotiation includes more than one issue
- Not just $$$
- It is possible to add more issues to the mix
- May not even realize this until you explore interests (timing, financing, etc.)
- The negotiation is likely to recur overtime
- Relational issues, long term benefits
- The parties have varying preferences across the issues
- Different reasons for wanting what you want
