Conflict, Negotiation, Perceptions, Decisions, & Creativity at Work Flashcards
BATNA
Stands for the “best alternative to a negotiated agreement.” Determining your BATNA is one important part of the investigation and planning phase in negotiation.
distributive view
Negotiation Strategy: The traditional fixed-pie approach in which negotiators see the situation as a pie that they have to divide between them.
integrative approach
Negotiation Strategy: An approach to negotiation in which both parties look for ways to integrate their goals under a larger umbrella. Make the pie bigger.
Alternative Dispute Resolution (ADR)
Includes mediation, arbitration, and other ways of resolving conflicts with the help of a specially trained, neutral third party without the need for a formal trial or hearing.
SCAMPER
A checklist tool that helps you think of changes you can make to an existing marketplace to create something new.
fluency
The number of ideas a person is able to generate.
perception
The process with which individuals detect and interpret environmental stimuli.
attribution
internal attribution
external attribution
The causal explanation we give for an observed behavior.
Explaining someone’s behavior using the internal characteristics of the actor.
Explaining someone’s behavior by referring to the situation.
self-serving bias
The tendency to attribute our failures to the situation while attributing our successes to internal causes.
satisfice
Decision Making: To accept the first alternative that meets minimum criteria.
creativity
The generation of new ideas that are original, fluent, and flexible.
anchoring and adjustment bias
The tendency for individuals to rely too heavily on a single piece of information.
availability bias
A situation in which information that is more readily available is viewed as more likely to occur.
escalation of commitment bias
When individuals continue on a failing course of action after information reveals this may be a poor path to follow.
fundamental attribution error
A situation in which good outcomes are attributed to personal characteristics, such as intelligence, but undesirable outcomes are attributed to external circumstances, such as the weather.
hindsight bias
The opposite of overconfidence bias as it occurs when a person, looking at the past, judges that a mistake that was made should have been recognized as a mistake at the time.
framing bias
The tendency of decision makers to be influenced by the way that problems are framed.
Nominal Group Technique (NGT)
A technique designed to help with group decision making by ensuring that all members participate fully.
Delphi technique
A group process that utilizes written responses to a series of questionnaires instead of physically bringing individuals together to make a decision.
Group Decision Support Systems (GDSS)
Interactive computer-based systems that are able to combine communication and decision technologies to help groups make better decisions.
5 Conflict-Handling Styles
o Avoiding: An uncooperative and unassertive conflict-handling style.
o Accommodating: A cooperative and unassertive conflict-handling style.
o Compromising: A middle-ground conflict-handling style, in which a person has some desire to express their own concerns and get their way but still respects the other person’s goals as well.
o Competing: A conflict-handling style that is highly assertive but low on cooperation.
o Collaborating: A conflict-handling style that is high on both assertiveness and cooperation.
5 Phases of Negotiation
1) Investigation
2) BATNA
3) Presentation
4) Bargaining (Concessions)
5) Closure
Self-Perception Bias
Self-Enhancement Bias
Self-Effacement Bias
False Consensus Error
Types of Attribution
Internal Attribution
External Attribution
Self-Serving Bias
