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COMM 450 Conflict Negotiation > Final > Flashcards

Final Flashcards

1
Q

Breaking down conflicts from one big mass into several smaller, more manageable conflicts

A

Fractionation

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2
Q

Used to help people broaden their thinking, reflect, and build on integrative ideas; language that leads to moderated emotion; express appreciation and all the core concerns, use “we” language, involve people in decisions that affect them and show respect by asking for opinions and advice from others

A

Use of positive language and strong emotions

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3
Q

The most effective level of intensity for resolving emotionally-charged conflicts; XYZ formula for clarity

A

mid-range of emotions (zone of effectiveness)

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4
Q

When you do___
In situation ____
I feel ___________

A

X,Y,Z Formula for Clarity

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5
Q

Draws not on knowing about something but on clarity; we are clear when we can use all our senses to tell what is actually happening; change perspective

A

Awareness

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6
Q

We make space for our own feelings and the feelings of others; calm reflection leads to compassion

A

Compassion

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7
Q

Encourages new integrative outcomes because most conflicts are based on the perception of scarce resources; expanding the resources alters the structure of the conflict

A

Expanding the Pie

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8
Q

A process in which one of the parties is paid off with some creative form of compensation (i.e. trade-off, cost cutting, bridging)

A

Non-specific compensation

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9
Q

Occurs when one offers to trade off issues that are the top priority for the others, the arrange agreements so that each of you gets the top priority items while giving on the lower-priority item.

A

Trade-off (logrolling)

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10
Q

Minimizes the other’s costs for going along with you. For example you want to go skiing with your friend. She is overloaded with work, so you offer to ski only half a day and not let her incur the cost of missing all her work time.

A

Cost-cutting

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11
Q

Invents new options to meet the other side’s needs. You want to rent an apartment but it is too expensive. You discover that the landlord is concerned about the appearance of the property. So you offer her a rent amount somewhat below what she wants but agree to do 10 hours of fix it work each month. She receives property improvements, and you receive reduced rent.

A

Bridging

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12
Q

A process in which parties present their case before a judge or jury; assumes that parties are unable to solve their own conflicts, and a decision must be imported from outside

A

Adjudication

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13
Q

A third party is empowered to decide the outcome of a conflict; parties who cannot resolve their conflict go before one acting as an _______ or judge/jury to solve their conflict.

A

Arbitration

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14
Q

No power to render a decision or impose a solution; this person helps the parties themselves to work out their differences and to construct a mutually acceptable solution; helps the parties negotiate to reach agreement facilitated by this 3rd party.

A

Mediation

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15
Q

A dispute resolution option for those who are unable or unwilling to engage in mediation; requires a systems level of thinking and is designed to empower clients to handle conflict; can be integrated with other approaches

A

Coaching

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16
Q

Individuals, couples, and families often seek the services of a professional to help them resolve disputes; this person has certain credentials or licensing; focuses on all the issues at stake–the emotional and relational issues in addition to the topic dispute.

A

Counseling

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17
Q

Requires specific training or education; can be paid or unpaid; some religious organizations use a form of this; differ according to the degree to which conflict parties determine the final outcome+

A

Formal Intervention

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18
Q

The help or assistance of friends, neighbors, supervisors, peers, and other natural helpers in every day conflicts

A

Informal intervention

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19
Q

Whether you like it or not, you are what?

A

A negotiator

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20
Q

In the debate between hard and soft negotiation, what is a third way that is to decide issues on their merits rather than through a haggling process focused on what each side says it will and won’t do?

A

Principled negotiation

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21
Q

It is a growth industry meaning that more and more people want to be involved in making decisions that affect them.

A

What kind of industry is conflict?

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22
Q

It is an all purpose strategy and unlike others, if the other side learns this one, it doesn’t become more difficult to use, but becomes easier.

A

How are strategies of “Getting to Yes” different from other strategy books?

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23
Q

Position bargaining where each side takes a position, argues for it, and makes concessions to to reach a compromise.

A

What is the traditional form of negotiation? What does it mean?

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24
Q

1)It should produce a wise agreement if agreement is possible
2) It should be efficient
3) It should improve or at least not damage the relationships between the parties

A

A fair negotiation

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25
Q

Changing the game; a game about a game; negotiation on the merits

A

What metaphors do others use to describe the third, alternative option of negotiation?

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26
Q

1) Separate the people from the problem
2) Focus on interests, not positions
3) Invent options for mutual gain
4) Insist on using objective criteria

A

principled negotiation

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27
Q

Negotiators are what, first?

A

People

28
Q

*To reach an agreement that satisfies his substantive interests
*an interest in his relationships with the other side

A

Two kids of interests had by every negotiator

29
Q
  1. Perception
  2. Emotion
  3. Communication
A

Three basic categories to make it through the jungle of people problems.

30
Q

The ability to see the situation as the other side sees it, as difficult as it may be..

A

One of the most important skills a negotiator can possess

31
Q

One of the least costly but most rewarding investments you can make in a negotiation

A

An apology

32
Q

Without ? there is no negotiation

A

Communication

33
Q

If you view each other as adversaries it is difficult to get to the problem. You have to see each other as side by side solving a mutual problem.

A

The lesson of the “shipwrecked sailors”

34
Q

They are each side’s needs, desires, concerns, and fears; they are the silent movers behind positions; they define the problem.

A

What are interests?

35
Q

Both shared interests or differing but complimentary interests

A

Building blocks of wise agreements

36
Q

You are putting yourself in their shoes when you ask ___ and it allows you to get a justification of their position, and an understanding of their needs, hopes, fears, and desires.

Identify the basic decision that those on the other side probably see you asking them for and gives you a starting point of figuring out where their minds are now.

A

Why should we ask why and why not?

37
Q

To assume that each person on the other side has the same interests and it is almost never the case. It will be difficult to influence the opposing party to agree to anything if you fail to appreciate the differing interest of the various people and factions involved

A

Error diagnosing a negotiation situation

38
Q

Basic human needs: security, economic wellbeing, a sense of belonging, recognition, and control over one’s life.

A

Most powerful interests

39
Q
  1. Make your interests come alive
  2. Acknowledge their interests as part of the problem.
  3. Put the problem before your answer
  4. Look forward, not back
  5. The question why has two different meanings: one looks backward for a cause and purpose and treats our behavior as determined by prior events; the other looks forward for a purpose and treats our behavior as subject to our free will
  6. Be concrete but flexible
  7. Be hard on the problem, soft on the people
A

Principles of talking about interests

40
Q

Holds that people dislike inconsistency and will act to eliminate it. An example would be valuing your health and trying to eat right and get enough sleep. Every day, you sit at a desk and know you should be more active You feel guilty even though you are doing other things to stay healthy. Eventually you start going to the gym and it makes you feel good and you no longer feel guilty

A

Theory of cognitive dissonance

41
Q

Skill at inventing options

A

One of the most useful assets a negotiator can have

42
Q

*Premature judgement
*Searching for a single answer
* The assumption of a fixed pie
* Thinking that solving their problem is their
problem.

A

Inhibits options.

43
Q

*Define your purpose
*Choose a few participants
*Change the environment
*design an informal atmosphere
*choose a facilitator

A

Steps before brainstorming

44
Q

*Seat the participants side by side facing the problem
*clarify the ground rules, including the no-criticism rule
*brainstorm
*record the ideas in full view

A

Steps during brainstorming

45
Q

*Star the most promising ideas
*Invent improvements for promising ideas
*set up a time to evaluate ideas
*decide

A

Steps after brainstorming

46
Q

*Shared interests lie latent in every negotiation
*Shared interests are opportunities, not godsends
*Stressing your shared interests can make the negotiation smoother and more amicable

A

Three points about shared interests

47
Q

Viva la difference; Reaching agreement through differences in interests, beliefs, priorities, forecasts, and attitudes toward risk

A

The negotiator’s motto and meaning

48
Q

It says that if a decision was made previously in a similar situation, the same decision is likely to be made again.

A

“Few things facilitated decision as much as precedent” means?

49
Q

A proposal where it would be sufficient, realistic, and operational to respond with a single word, “yes”

A

Yesable proposition

50
Q

To negotiate on some basis independent of the will of either side

A

Objective Criteria

51
Q

How do you develop objective criteria?
How do you use them in negotiation?

A

Questions to ask about objective criteria

52
Q
  1. Market value
  2. Precedent
  3. Scientific judgement
  4. Professional standards
  5. Efficiency
  6. Costs
  7. Moral standards
A

Fair standards (exampes)

53
Q

Dividing a piece of cake between two children: one cuts and the other chooses.

A

developing fair procedures (example)

54
Q
  1. Frame each issue as a joint search for objective criteria
  2. Reason and be open to reason as to which standards are most appropriate and how they should be applied
  3. Never yield to pressure, only to principle
A

negotiating with objective criteria

55
Q

Protect yourself by establishing in advance the worst acceptable outcome.

A

responding to power in negotiations?

56
Q

*Limits your ability to benefit from what you learn during negotiation.
*Inhibits imagination
*Reduces the incentive to invent a tailor-made solution
* Likely to be set too high
*Might keep you from agreeing to a solution it would be wise to accept.

A

Cost of using a “bottom line”

57
Q

Best Alternative To A Negotiated Agreement

A

BATNA

58
Q

A far from perfect agreement that is better than your BATNA. It should provide you with some margin in reserve.

A

Trip Wire

59
Q

Truth
Forbearance
Empathy
Interdependence2

A

Four Strands of Forgiveness

60
Q

When forgiveness is forced on an individual and they haven’t truly forgiven what has occured.

A

Cheap grace

61
Q

The process of repairing a relationships so that reengagement, trust, and cooperation become possible after a transgression or violation.

A

Reconciliation

62
Q

To remember in a way that serves individuals, families, and societies in the future; to get over something in the hope of creating something new in our lives requires that we remember the harm we experienced without letting that memory create momentum that leads to revenge.

A

Principle of Living Way

63
Q

Memory is essential to the forgiveness process. While forgiving and forgetting can have good intentions, forgetting can lead to a dangerous relationship after the apology.

A

Matter of Memory (forgiving vs forgetting)

64
Q

Arranged in private, merely benefits the one who offers the apology and provides little or no benefit for the person who was harmed; the goal is to avoid rather than engage, to escape the consequences of one’s actions rather than learn more about the actual harm caused by one’s actions.

A

Expedient apology

65
Q

When someone far removed from the wrongdoing accepts responsibility for the harm and offers an apology on behalf of people no longer present.

A

Delayed or Surrogate apology

COMM 450 Conflict Negotiation (3 decks)

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