Conflict Management

Question 1

Collaborative discussion process 9 steps (also interest based negotiation)

Answer 1

analyze, invite, express, listen, define, brainstorm, commit, implement, foster

Question 2

Integrative (interest based negotiation)

Answer 2

Involves problem-solving in which the parties work collaboratively to achieve outcomes that are mutually beneficial.

Question 3

Distributive (position based negotiation)

Answer 3

• Involves negotiation where parties engage in competition with one another to achieve the best outcomes for themselves.
• used in sales of property, car, etc,
• what is each parties target, position point? is it even possible to negotiate?

Question 4

Interest based negotiation preparation

Answer 4

• Define the issue
• Identify the parties
• Understand your alternatives - (BATNA)
• Get clear on your own interests
• What are your assumptions of the other parties interests?
• Think of options

Question 5

BATNA

Answer 5

best alternative to a negotiated argument

Question 6

impasse barrier

Answer 6

• All parties are well-intentioned, but the parties can simply not reach agreement.
• Parties have legitimate concerns about the solutions.
• Impasse is not a refusal to bargain or a dirty trick.

Question 7

Resistance

Answer 7

• The other party doesn’t think there is a problem and therefore there is no need to negotiate.
• The other party is aware that a problem exists but is willing to live with it or does not want to invest the time to negotiate.
• The party is aware that the problem exists but believes they are in a power position and impose their own solution and therefore do not have to negotiate.

Question 8

Hard bargaining

Answer 8

You will run into parties who will take a hard-bargaining approach and will play by their rules, not yours. These are the positional bargainers we learned about earlier that are concerned with their own interests only and will always try to get the largest piece of the fixed-size pie.

Question 9

When is a mediator not appropriate?

Answer 9

• Progressive discipline and grievance processes.
• Complaints and investigations of criminal or civil wrongdoing, discrimination, harassment, and workplace violence.
• Ethical breaches.
• Performance issues wherein one or both parties are clearly misbehaving and corrective action is required.
• Situations involving a party’s personal, emotional, medical, or psychological concerns that must be held in confidence.

Question 10

mediating conflict

Answer 10

invite participation
the environment (psychological safety, seating)
separate meetings: only special circumstances

Question 11

mediating conflict steps

Answer 11

storytelling
interests
the issue
generate options
evaluate
accept reject
further discussion issues
final statement
confirm commitment
proceed and identify unresolved issues

Question 12

Directive decision making

Answer 12

make decision on own with little or no input from others

Question 13

consultative decision making

Answer 13

make decision on own after inviting input from others and seriously considering their suggestions and ideas

Question 14

joint decision making

Answer 14

share equally in the decision making process with no greater input or advice than any other influence

Question 15

delegation

Answer 15

give authority and responsibility for decision making to others while clarifying how much they should ask you for your approval before they make and implement a final decision.

Question 16

Basic assertive confrontation model

Answer 16

Describe: Describe the behaviour in objective, specific and concrete terms. This should be a short and very concise description. If you give a lengthy, complicated, or vague description, it will leave room for argument or debate. Also, make sure you have the facts and you can verify them. Provide data if you can
Explain impact: Explain the impact on you, coworkers, the team, customers, productivity and the work environment. This should also be short and concise, the goal here is not to lecture, but simply to make the person aware of the impact of their actions on the work or on others.
State desired change: State the desired change using realistic, explicit, observable behavior or performance changes.