Conflict Management Flashcards
2 types of organizational sources of conflict
Communication
Structural
2 principles that go into structural factors
Rewards
Resource interdependence
3 personal behavior factors
Values
Perception
Personality
THOMAs Kilman Conflict Management Model [5] CACCA
Competing
Avoiding
Compromising
Collaborating
Accommodating
Negotiation concepts
Distributive
Integrative
Distributive approach
One or the other; only absolute
Assumes resources are limited
Defaults to the position : WHAT IT IS you want
Integrative approach
Does not see zero - sum
Seeks to achieve solutions and protect relationships
Ask about interest = WHY you want ; what you want . Concerns // Limitations considered
Every person is involved in the process
3 things to consider in the negotiating environment
Who
Stakes
Situation
My way vs. Their way?
My way = competing
Their way = avoidance or accommodating
What is TIPO
Helps you to understand the negotiation strategy they may use
TRUST
INFORMATION
OPTIONS
POWER
TRUST
Evidence or beliefs that the opposite side is genuine
Leaves the door open for action and intentions
Process = all parties have faith in the rule of LAW
[governing institutions] — to get this build personal trust
Personal = helps the process
Information influences what?
Your level of trust. If you do trust/dont trust the info it can help in decision making
Yours —>
Theirs —>
Power with vs over?
With = if there is a desire to build a high level of trust
Over = uses force ; to enforce a will or outcome if we understand how to opposite side perceives that power
What is charismatic power
Highly identified with or the other side respects or admires you
What is cohersive power
Perceived or actual ability to withhold power from others
Options can be what two types
One —-> may undermine the ability to generate more options in the future
Many —-> collaborative // trusting // free flow of information environment
AFNCs 5 problem solving approaches ICSEC
Insist
Cooperative
Settle
Evade
Comply
4 type of people in AFNCs PS approach
Task = + // -
People = + // -
Evade approach
Task is not important
Or
Need to delay to gain more info
Not motivated to gain information . Not worried about trust .
“Not now can you come back later?”
AFNC Comply PS approach
Not important to building trust // rapport
Desire to build more trust
“Yes absolutely lets do it your away!”
[ACCOMMODATING IN KILMANS MODEL]
The insist AFNC approach
It is very important
No desire to sustain or improve relationship
The AFNC approach settle
You care about relationship but not
Cooperate AFNC approach
Let’s work together and come up with something better
4 barriers to negotiation
Emotions
Blaise
What are 5 barriers to negotiating tools
Active listing
Self awereness
Critical thinking
Creative thinking
Communication skills
