Midterm 1 Flashcards
Conflict Reolution
The act of resolving a controversy, disagreement, fight, war, misunderstanding, Love spat, etc.
Conflict
The result of differing needs, perceptions, assumptions, and/or values
Managers and Supervisors must develop skills to, —— , conflict and to facilitate, negotiate, ——, communicate conflict resolution
Recognize, mediate
The —- approach
Battle to win
Gain advantage
Conquest approach
The —— approach
Lack of confidence
Believe and hope conflicts will go away
Avoidance
The —- approach
Demands and Interests are traded
Assumes time will heal wounds
Bargaining
Quick fixer or —- band aid approach
Use of quick solution that fail to address conflict
Moving employees
Band aid
The —- player approach
People act from their roles
Role
Ingredients of conflict: Diversity and Differences
Needs-essential for well being Perceptions Power Values Feelings and Emotions Internal conflict
Dr. Weeks surveyed across the world found these words used most often to describe conflict
Fight. Hate. War. Anger. Avoid. Wrongdoing. Destruction etc
Successful conflict resolution can result in —-
Better working relationships
Better working relationships can
Improve productivity
Produce cost savings
Create better morale
Work place conflict must have these 4 elements to be a conflict
Jobs are interdependent
Feel angry
Perceive others to be at fault
Act in way that cause a business problem
Most common and easiest conflict happens between —-
2 people
6 parts of conflict structure
Interdependency Number of interested parties Constituent representation Negotiators authority Critical urgency Communication
According to Dr. Dana, the costs of conflict include,
Wasted time. Bad decisions. Loss of good employees. Unnecessary restructuring. Sabotage. Theft. Damage. Lower job motivation. Lost work time. Health costs
Risks of conflict
Workplace violence Unionization/labor strikes Vandalism Malicious whistle blowing Retaliatory lawsuits
Hints to avoid conflict
Progressive discipline has its place in dealing with conflict
Discipline should not be applied before attempts to reconcile interests have been given a chance
Be sensitive to relationships
Encourage employees to talk to you
Analyze any conflict to determine the causes to help you resolve it
3 ways to resolve conflict
Power contests
Rights contests (appeal to source of authority)
Interests reconciliation (work in collaborative manner)
Essential process of mediation
Directly between disputants No walk aways no power plays Discussion of the issue to be resolved Sustain dialogue long enough to find a solution
To resolve conflict there must be —-, dialogue must be given —-, dialogue must be —- by someone.
Dialogue
Time
Facilitated
Managerial mediation steps
Identify conflict Decide to mediate Hold preliminary meetings Plan the context Hold a 3-way meeting Follow up
Wrong reasons to mediate
Establish innocence Discipline Decide right and wrong Do not use for violations or legal reasons Substandard job performance Personal problems
Definition of negotiation
It is the means by which people deal with their differences
3 basic types of negotiation
Deal making
Decision making
Dispute rsolution
5 elements common to negotiation situations
2 or more parties
Interdependence
Common goals
Flexibility
Decision making ability
5 bargaining stances
Avoiding Acomodative Collaborative Competing Compromising
Remember that with out —— no reason to negotiate, no motivation to reach agreement
Interdependency
Common goals in negotiations
Content (substance and specifics)
Relationship- how the parties want to be viewed by eachother
Negotiation are about changing the —-
Status Quo
BATNA means
Best Alternative to Negotiated Agreement
4 stages of negotiation
Preparation (most important)
Opening session
Bargaining
Settlement
9 steps to a deal
What do consider to be a good outcome for both sides Find value creation Identify BATNA and RV for both sides Shore up your BATNA Anticipate Authority issue Learn everything about the other side (people culture goals) Prepare to be flexible Gather external standards and data Alter process in your favor
Ground rules (5 Ws)
Who where when how what
Common bargaining tactics
H
Why is saving face important
Want to avoid embarrassing other side because payback could be a huge motivator
3 components of Distributive Bargaining
View eachother as adversaries
Both sides want to maximize their self interest
Parties are concerned only about their well being and are not concerned about a future relationship
Zopa definition and diagram
Zone of possible agreement
B——-RV———————-RV———S
Zopa
Why is opening offers and anchoring important
Anchoring is important because you really don’t want to move away from the first number offered. The first number in the table often anchors entire negotiation
What is the negotiation dance
Start with opening offer and then dance around with counter offers until agreement is reached
Intigrative bargaining definition
A negotiation process in which the parties involved strive to integrate their interests as effectively as possible in the final agreement. (Also called win win, expendable pie)
Thompson’s Pyramid Model
Level 1 agreement (exceeds both sides RV or BATNA)
Level 2 superior agreement (create additional value for both parties)
Level 3 Pareto Optimal (Max value for both parties)
Successful intigrative bargaining requires
Willing participation
Relationship
Collaborative Atmosphere
Packaging
The categorization model of integrative bargaining
Identify issues
Classify each issue as compatible, exchange, or distributive
Agree on all compatible issues
Trade or exchange issues of equal value
Use distributive bargaining in all unresolved issues
Principles of IBB (Interest based bargaining)
Sharing information Forgo power or leverage Create options Focus on issues Leaving past issues Expressing interests not positions Both parties are committed to IBB
Ability to induce the other party to settle for less
Power
Use of power to achieve goals
leverage
BATNA is your most important bargaining chip and source of power
Keep BATNA concealed
Weaken other party’s BATNA
Team up with other parties to increase BATNA
3 keys to creating persuasive arguments
Passin (pathos-focus on emotion by appealing to fairness)
Logic (logos- focus on information by presenting math estimates, pros cons)
Character (ethos- focus on person by citing their reputation for honesty, fairness)
T/F Communication in negotiations occurs through verbal communication and non verbal communication
True
Sometimes negotiations will result in a stalemate or —-
Impasse
What are common causes of negotiation impasse?
No real ZOPA
Entrenchment
Unskilled negotiator
One or more parties had no real intention to settle
Settlement pressure
ADR
Alternative Dispute Resolution various methods by which nueteal 3rd parties assist individuals engaged in a conflict or negotiation (often cheaper)
