Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Negotiation/Conflict Resolution > Midterm 1 > Flashcards

Midterm 1 Flashcards

1
Q

Conflict Reolution

A

The act of resolving a controversy, disagreement, fight, war, misunderstanding, Love spat, etc.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Conflict

A

The result of differing needs, perceptions, assumptions, and/or values

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Managers and Supervisors must develop skills to, —— , conflict and to facilitate, negotiate, ——, communicate conflict resolution

A

Recognize, mediate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

The —- approach

Battle to win
Gain advantage

A

Conquest approach

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

The —— approach

Lack of confidence
Believe and hope conflicts will go away

A

Avoidance

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

The —- approach

Demands and Interests are traded
Assumes time will heal wounds

A

Bargaining

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Quick fixer or —- band aid approach

Use of quick solution that fail to address conflict
Moving employees

A

Band aid

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

The —- player approach

People act from their roles

A

Role

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Ingredients of conflict: Diversity and Differences

A 
Needs-essential for well being
Perceptions
Power
Values
Feelings and Emotions
Internal conflict
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Dr. Weeks surveyed across the world found these words used most often to describe conflict

A

Fight. Hate. War. Anger. Avoid. Wrongdoing. Destruction etc

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Successful conflict resolution can result in —-

A

Better working relationships

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Better working relationships can

A

Improve productivity
Produce cost savings
Create better morale

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Work place conflict must have these 4 elements to be a conflict

A

Jobs are interdependent
Feel angry
Perceive others to be at fault
Act in way that cause a business problem

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Most common and easiest conflict happens between —-

A

2 people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

6 parts of conflict structure

A 
Interdependency
Number of interested parties 
Constituent representation
Negotiators authority
Critical urgency
Communication
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

According to Dr. Dana, the costs of conflict include,

A

Wasted time. Bad decisions. Loss of good employees. Unnecessary restructuring. Sabotage. Theft. Damage. Lower job motivation. Lost work time. Health costs

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Risks of conflict

A 
Workplace violence
Unionization/labor strikes
Vandalism 
Malicious whistle blowing
Retaliatory lawsuits
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Hints to avoid conflict

A

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

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

3 ways to resolve conflict

A

Power contests

Rights contests (appeal to source of authority)

Interests reconciliation (work in collaborative manner)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Essential process of mediation

A 
Directly between disputants
No walk aways
no power plays
Discussion of the issue to be resolved
Sustain dialogue long enough to find a solution
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

To resolve conflict there must be —-, dialogue must be given —-, dialogue must be —- by someone.

A

Dialogue

Time

Facilitated

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Managerial mediation steps

A 
Identify conflict
Decide to mediate
Hold preliminary meetings
Plan the context
Hold a 3-way meeting
Follow up
23
Q

Wrong reasons to mediate

A 
Establish innocence 
Discipline 
Decide right and wrong
Do not use for violations or legal reasons 
Substandard job performance 
Personal problems
24
Q

Definition of negotiation

A

It is the means by which people deal with their differences

25
Q

3 basic types of negotiation

A

Deal making

Decision making

Dispute rsolution

26
Q

5 elements common to negotiation situations

A

2 or more parties

Interdependence
Common goals
Flexibility
Decision making ability

27
Q

5 bargaining stances

A 
Avoiding
Acomodative
Collaborative
Competing
Compromising
28
Q

Remember that with out —— no reason to negotiate, no motivation to reach agreement

A

Interdependency

29
Q

Common goals in negotiations

A

Content (substance and specifics)

Relationship- how the parties want to be viewed by eachother

30
Q

Negotiation are about changing the —-

A

Status Quo

31
Q

BATNA means

A

Best Alternative to Negotiated Agreement

32
Q

4 stages of negotiation

A

Preparation (most important)

Opening session

Bargaining

Settlement

33
Q

9 steps to a deal

A 
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
34
Q

Ground rules (5 Ws)

A

Who where when how what

35
Q

Common bargaining tactics

A

H

36
Q

Why is saving face important

A

Want to avoid embarrassing other side because payback could be a huge motivator

37
Q

3 components of Distributive Bargaining

A

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

38
Q

Zopa definition and diagram

A

Zone of possible agreement

B——-RV———————-RV———S

                  Zopa
39
Q

Why is opening offers and anchoring important

A

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

40
Q

What is the negotiation dance

A

Start with opening offer and then dance around with counter offers until agreement is reached

41
Q

Intigrative bargaining definition

A

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)

42
Q

Thompson’s Pyramid Model

A

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)

43
Q

Successful intigrative bargaining requires

A

Willing participation
Relationship
Collaborative Atmosphere
Packaging

44
Q

The categorization model of integrative bargaining

A

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

45
Q

Principles of IBB (Interest based bargaining)

A 
Sharing information 
Forgo power or leverage
Create options
Focus on issues
Leaving past issues
Expressing interests not positions
Both parties are committed to IBB
46
Q

Ability to induce the other party to settle for less

A

Power

47
Q

Use of power to achieve goals

A

leverage

48
Q

BATNA is your most important bargaining chip and source of power

A

Keep BATNA concealed
Weaken other party’s BATNA
Team up with other parties to increase BATNA

49
Q

3 keys to creating persuasive arguments

A

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)

50
Q

T/F Communication in negotiations occurs through verbal communication and non verbal communication

A

True

51
Q

Sometimes negotiations will result in a stalemate or —-

A

Impasse

52
Q

What are common causes of negotiation impasse?

A

No real ZOPA

Entrenchment
Unskilled negotiator
One or more parties had no real intention to settle
Settlement pressure

53
Q

ADR

A

Alternative Dispute Resolution various methods by which nueteal 3rd parties assist individuals engaged in a conflict or negotiation (often cheaper)

Negotiation/Conflict Resolution (2 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions