Conflict Management

Question 1

Conflict

Answer 1

• results from incompatible differences between parties that produce interference or opposition.
• Constructive or destructive

Question 2

Destructive Conflict

Answer 2

• creates barriers to cooperation, communication, and impacts morale, diverting efforts from important tasks and issues

Question 3

Sources of Conflict

Answer 3

1. Communication- lack of
2. Stucture- organization
3. Personal behavior- values, perceptions, personalities
4. Worldview- culture
5. Interests- perceived competition

Question 4

Structural:

Answer 4

• size
• participation
• line staff distinctions
• rewards
• resource interdependence

Question 5

Personal Behavior

Answer 5

• values
• perceptions
• personalities

Question 6

Worldview:

Answer 6

• Conformity. Includes restraint of actions, inclinations, and impulses likely to upset or harm others
• Achievement. Success through competence according to social standards
• Tradition. Encompasses respect, commitment, and acceptance of ideas from a person’s culture and religion
• Power. Refers to one’s social status, prestige, control over others, and resources
• Universalism. The understanding, appreciation, tolerance, and protection for the welfare of people and nature
• Self-direction. Independent thoughts and actions involving choice, creativity, and exploration of personal goals
• Security. Includes safety, harmony, and stability of society, relationships, and self

Question 7

Variables to Consider

Answer 7

1. WHO- are you dealing with
2. STAKES- what do you stand to gain or lose
3. SITUATION- how critical is the situation

Question 8

The Five Conflict Management Styles

Answer 8

1. Competing/Forcing (I win/you lose)
2. Collaborating (win/win)
3. Accommodating (you win this time but you owe me)
4. Avoiding (staying neutral)
5. Compromising (I win, Iose/you win, you lose)

Question 9

Negotiating Categories

Answer 9

• Distributive (value claiming)

- Integrative (collaborate)

Question 10

Distributive:

Answer 10

• Good Cop-Bad Cop: (liking, intimidation)
• Highball-Lowball: this takes advantage of you being hard-wired for reciprocity
• Exploding Offer: this offer is only good for 24 hours, while supplies last
• Lying: if you can avoid dealing with someone who is not bargaining in good faith, you should evade/avoid
• Intimidation/Aggressive Behavior: attempt to force the other party to agree by means of emotional ploy, usually anger or fear
• Snow Job: overwhelm you with too many details; use an agent or a team; one person can only absorb so much
• Nibble: you are about to sign, and then the other party demands a little something extra at the end to close the deal

Question 11

Techniques to improve active listening:

Answer 11

• minimal encouragement
• paraphrasing
• emotional labeling
• Mirroring (or Reflecting)
• open-ended question
• “I” messages
• effective pauses

Question 12

Cooperative Negotiation Strategy (CNS)

Answer 12

• The Cooperative Negotiation Strategy (CNS) concentrates on the problem, the process, and the relationships

Question 13

Pre-Negotiating:

Answer 13

1. Position- what you want?
2. Interest- Why?
3. Aspiration Poing- what each party aspires to achieve

Question 14

Best Alternative to a Negotiated Agreement (BATNA):

Answer 14

• is an alternative that a negotiator has and is able to execute independently of the other negotiating party.
• back-up plan

Question 15

5-Step CNS Process

Answer 15

1. Positions
2. Interests
3. BATNA
4. Brainstorming
5. Solution