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MGMT2100 > Negotiation and Conflict Management > Flashcards

Negotiation and Conflict Management Flashcards

1
Q

What is conflict?

A
  • A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the firs party cares about
  • The parties to it must perceive it
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2
Q

What are the different views of conflict?

A
  • Traditional View
  • Interactionist
  • Managed Conflict
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3
Q

What is the traditional view of conflict?

A
  • Bad and needs to be avoided
  • Viewed negatively and discussed with terms such as violence, destruction
  • Conflcit is a dysfucntional outcome resulting form poor communication, a lack of openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employees
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4
Q

What is the interactionist view of conflict?

A
  • A harmonious, peaceful, tranquil and cooperative group is prone to becoming static, apathetic and unresponsive to needs for change and innovation
  • Minimal level of conflict can help keep a group viable, self critical, creative and reduce groupthink
  • But not all conflicts are good
    • Functional, constructive forms support goals
    • Conflict that hinder group performance are dysfunctional or destructive
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5
Q

What is the managed conflict view?

A
  • There are some very specific cases in which conflict can be beneficial
  • However in most cases workplace conflicts are not productive and produce stress
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6
Q

What are functional and dysfunctional conflicts?

A
  • Task conflict relates to the content and goals of the work - good if low to moderate
  • Relationship conflict focuses on interpersonal relationships - not good
  • Process conflict relates to how the work gets done - good if low
  • Task conflict often leads to relationship conflicts
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7
Q

What are the stages of the conflict process?

A
  • Potential opposition or incompatibility
  • Cognition and personalisation
  • Intentions
  • Behaviour
  • Outcomes
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8
Q

What are the antecedent conditions of potential opposition or incompatibility?

A
  • Communication
    • Differing word connotations, jargon, noise
  • Structure
    • Size of group, degree os specialisation in tasks assigned, jurisdictional clarity, member-goal compatibility, leadership styles, reward systems, degree of dependence between groups
  • Personal Variables
    • Personality, emotions, values
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9
Q

What happens during the cognition and personalisation phase?

A
  • Perceived conflict
  • Felt conflict
    • Individuals become emotionally involved
    • Where contlict issues tend to be defined - either as zero sum or win win
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10
Q

What are the dimensions in conflict handling intentions?

A

Assertiveness vs Cooperativeness

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11
Q

What are the conflict handling intentions?

A
  • Competing
  • Collaborating
  • Compromising
  • Avoiding
  • Accommodating
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12
Q

What is the competing conflict handling intention?

A
  • High Assertive

- Low cooperative

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13
Q

What is the collaborating conflict handling intention?

A
  • High Assertive

- High cooperative

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14
Q

What is the compromising conflict handling intention?

A
  • Mid Assertive

- Mid cooperative

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15
Q

What is the avoiding conflict handling intention?

A
  • Low Assertive

- Low cooperative

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16
Q

What is the accommodating conflict handling intention?

A
  • Low Assertive

- High cooperative

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17
Q

What happens during the behaviour phase of conflict?

A
  • Overt conflict
    • Party’s behaviour
    • Other’s reaction
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18
Q

What happens during the intention phase of conflict?

A
  • Conflict handling intentions
    • Competing
    • Collaborating
    • Compromising
    • Avoiding
    • Accommodating
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19
Q

What are the potential outcomes of conflict?

A
  • Increased group performance - functional

- Decreased group performance - dysfunctional

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20
Q

What is the dual concerns model?

A
  • Concerns about other’s outcomes vs Concern about own outcomes
  • Inaction
  • Yielding
  • Compromising
  • Problem solving
  • Contending
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21
Q

What is inaction in the dual concerns model?

A

Actors show little interest in whether they attain own outcomes, and little concern about whether the other party obtains their outcomes

22
Q

What is yielding in the dual concerns model?

A

Actors show little interest in whether they attain own outcomes, but are quite interested in whether the other party attains their outcomes

23
Q

What is compromising in the dual concerns model?

A

Actors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes

24
Q

What is problem solving in the dual concerns model?

A

Actors show high concern in obtaining own and other party’s outcomes

25
Q

What is contending in the dual concerns model?

A

Actors pursue ow outcomes strongly, show little concern of other party obtaining their desired outcomes

26
Q

What are interests, rights and powers and how are they related?

A
  • Parties in conflict use one of three frames
  • Interests
    • People talk about their ‘positions’ but often what is at stake is their underlying interests
  • Rights
    • People may be concerned about who is ‘right’ - that is, who has legitimacy, who is correct and what is fair
  • Power
    • People may wish to resolve a conflict on the basis of who is stronger
27
Q

What is negotiation?

A
  • A process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them
  • To agree on how to share a limited resource
  • To create something new that either party could attain on their own
  • To resolve a problem or dispute between the parties
28
Q

What are the ranges of the negotiation process?

A
  • Positive bargaining range
    • When there is overlap between aspiration ranges of the two parties
  • Negative bargaining range
    • When there is no overlap between aspiration ranges of the two parties
29
Q

What are the bargaining strategies?

A
  • Distributive

* Integrative

30
Q

What is a distributive bargaining strategy?

A
  • Operates under zero-sum conditions - gains are made at others expense/fixed pie
31
Q

What do distributive bargaining strategies include?

A
  • Starting points (initial offer should allow for concession making)
  • Target points
  • Resistance points (walk away point)
  • Alternative Options
32
Q

What are key strategies for a distributive bargaining strategey?

A
  • Push for settlement near opponents resistance point
  • Get other party to change their resistance point
  • If settlements range is negative, either
    • Get other party to change their resistance point
    • Change your own resistance point
  • Convince other party that the settlement is the best possible solution
  • Guard information carefully
  • Make the first offer, and make it aggressive
  • Reveal a deadline
33
Q

What is integrative bargaining?

A
  • Non-zero sum, can be win-win
  • An open, sharing and creative process
    • It is fine to share each other’s BATNAs
  • Not wrapping a competitive strategy in a friendly package
  • Both the relationship and the outcomes are important to both parties
  • Intangibles (reputation, pride, principles, fairness) are more important in an integrative process
34
Q

What is a BATNA?

A

Best Alternative To a Negotiated Agreement

35
Q

What are the key steps to an integrative bargaining?

A
  • Identify and define the problem
  • Understand the problem fully
  • Generate alternative solutions
  • Evaluate and select among alternatives
36
Q

What is true of compromising in integrative bargaining?

A
  • May be worst enemy in negotiating a win-win agreement
  • Reduces the pressure to bargain integratively
  • Don’t cave in, try to find creative solutions
37
Q

What are the differences in goals between distributive and integrative bargaining?

A
  • Distributive
    • Get as much of the pie as posssible
  • Integrative
    • Expand the pie so that both parties can be satisfied
38
Q

What are the differences in motivations between distributive and integrative bargaining?

A
  • Distributive
    • Win-Lose
  • Integrative
    • Win-Win
39
Q

What are the differences in focus between distributive and integrative bargaining?

A
  • Distributive
    • Positions (I can’t go beyond this point)
  • Integrative
    • Interests (Why is this issue so important)
40
Q

What are the differences in interests between distributive and integrative bargaining?

A
  • Distributive
    • Opposed
  • Integrative
    • Congruent
41
Q

What are the differences in information sharing between distributive and integrative bargaining?

A
  • Distributive
    • Low (sharing will only allow other party to take advantage)
  • Integrative
    • High (sharing will allow each party to find ways to satisfy interests of each party)
42
Q

What are the differences in duration of relationships between distributive and integrative bargaining?

A
  • Distributive
    • Short term
  • Integrative
    • Long term
43
Q

What is the role of alternatives in negotiated agreements?

A
  • Alternatives give the negotiator power to walk away form the negotiation
  • If alternatives are attractive, negotiators can:
    • Set their goals higher
    • Make fewer concessions
  • If there are no attractive alternatives
    • Negotiators have much less bargaining power
44
Q

What are effective negotiating tactics?

A
  • Forbearance
    • Requires a lot of patience
  • Silence
    • Demonstrates self-control, confidence, discipling
  • Surprise
  • Use of teams
  • Increasing the agenda
    • Allows for logrolling
  • Fait accompli
    • Involves taking a chance
  • Apparent withdrawl
  • Reversal
  • Probing/Testing
    • Identity other party’s BATNA, target, resistance point
  • Setting limits
  • Feinting
  • Association
  • Bracketing
    • Directs you towards your bet chances for negotiation
  • Salami
    • Taking one slice at a time
  • Quick close
  • The Agent of Limited Authority
    • “I’m not at liberty to make that concession”
45
Q

What are the differences between individuals in negotiation?

A
  • Extroverts/agreeable people tend to share too much information
  • People in a position of power who show anger negotiate better, for those in less powerful positions the opposite is true
  • Those who experience anxiety in negotiation tend to use more deceptions, have lower expectations for outcomes and respond to offers more quickly
  • High power distance cultures may exercise more restraint
46
Q

What is a mediator?

A
  • Neutral 3rd party who facilitates a negotiated solution by using reasoning and persuasion, suggesting alternatives
  • Widely used in labour management negotiation and civil court disputes
47
Q

What is an arbitrator?

A
  • 3rd party with the authority to dictate an agreement

- Voluntary or compulsotry

48
Q

What is a conciliator?

A

Trusted 3rd party who provides an informal communication link between the negotiator and the opponent

49
Q

What are the third parties for negotiation?

A
  • Mediator
  • Arbitrator
  • Concilliator
  • Consultant
50
Q

What is a resistance point?

A

The minimum acceptable deal

MGMT2100 (11 decks)

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