NEGOTIATION Flashcards
VARIABLES OF MANAGING A CONFLICT
WHO
STAKES
SITUATION
SOURCES OF CONFLICT
COMMUNICATION INTEREST STRUCTURAL PERSONAL BEHAVIOR WORLD VIEW
5 CONFLICT MANAGEMENT STYLES
COMPETING ACCOMMODATING AVOIDING COMPROMISING COLLABORATING
ACCOMMODATING MANAGEMENT STYLE
STATE LOW, SITUATION HAVE TIME, LOSE/WIN, YIELD
COMPETING CONFLICT MANAGEMENT
STATE HIGH, SITUATION URGENT, WIN/LOSE, ONE WAY
AVOIDING CONFLICT MANAGEMENT
STATE LOW, SITUATION HAVE TIME, LOSE/LOSE, DO NOT ENTER
COMPROMISING CONFLICT MANAGEMENT
STATE LOW, SITUATION HAVE TIME, WIN LOSE / WIN LOSE, 4 WAY STOP
COLLABORATING CONFLICT MANAGEMENT
STATE -LOW,
SITUATION -HAVE TIME
WIN / WIN
MERGE
CATEGORIES OF NEGOTIATION
DISTRIBUTIVE, INTEGRATIVE
DISTRIBUTIVE
RESOURCES ARE LIMITED, SINGLE ISSUE NEGOTIATIONS AND CONSIDERED ZERO SUMS,
WITH THREE STRATEGIES
ACCOMMODATE, COMPETING, COMPROMISE
INTEGRATIVE NEGOTIATION CATEGORY
WIN-WIN , RESOURCES NOT NECESSARILY FIXED, RESOURCE MUST BE DISTRIBUTED BUT NOT NECESSARY FIZED - highly cooperative relationship
COLLABORATE
ACTIVE LISTENING
MINIMAL ENCOURAGEMENT, PARAPHRASING, EMOTION LABELING, MIRRORING/REFLECTING, OPEN-ENDED QUESTIONS, EYE MESSAGES, EFFECTIVE PAUSES
COOPERATIVE NEGOTIATION STRATEGY
CNS
STEP 1: POSITIONS STEP 2: INTERESTS STEP 3: BATNA STEP 4: BRAINSTORMING STEP 5: SOLUTIONS
PRE NEGOTIATION
STEP 1: POSITION
STEP 2: INTEREST
STEP 3: BATNA
DURING NEGOTIATION
STEP 4: BRAINSTORMING
STEP 5: SOLUTIONS
BATNA
BEST ALTERNATIVE TO A NEGOTIATED AGREEMENT
LOW CONTEXT CULTURES
US, CONNECTIONS HAVE NOT ALONG TIME, EXTENSIVE COMMUNICATION
HIGH CONTEXT
JAPAN , TO SOCIETAL GROUPS OR CULTURE WHOSE CLOSE WITH ONE ANOTHER
CONSTRUCTIVE CONFLICT
LEADS TO SOLUTIONS , RESOLUTIONS, AND HIGH LEVALS OF UNDERTSTANDING
DESTRUCTIVE CONFLICT
CREATES BARRIERS TO COOPERATION COMMUNICATION AND IMPACTS MORAL
zopa
zone of possible agreement
zopa
the area between the most and the least, bargaining range
WHAT CAN CONFLICT BE
CONSTRUCTIVE OR DISTRUCTIVE
