Post on 22-Jan-2018
Conflict and Negotiations
Randy Ashby
Snhu adjunct
ol125
Agenda• What is conflict
• Types of Conflict
• Causes Of Conflict
• Conflict Management Styles
– Collaboration and Compromise
– Accommodation, Avoiding, and Competition
• What is Negotiation
• Negotiation Phases
– Planning
• BATNA
– Discuss and Propose
– Bargain
• ZOPA
– Close
• Negotiation Mistakes
• Final thoughts
What is conflict• Definition:
– a struggle for power, property, etc.; strong disagreement between people, groups, etc., that results in often angry argument; a difference that prevents agreement : disagreement between ideas, feelings, etc. (Merriam-Webster)
• According to the text:– “Conflict is a process the involves people
disagreeing…[and] can range from minor disagreements to workplace violence.” (Bauer & Erdogan, 2014, p. 5.2).
Types of Conflict• Multiple perspectives on what types of
conflicts there are:
– Text (Bauer & Erdogan, 2014)
• Intrapersonal – Conflict within yourself
• Interpersonal – Conflict with other individuals
• Intergroup = Conflict between Groups
– You need to add one other type to really
cover everything and that is:
• Intragroup – Conflict within a group
Causes of Conflict• Intrapersonal
– Values – Having to choose between two things that are important (valuable) to you.
– Principles/Ethical – Ethical dilemmas; need to do something that might violate one of your personal ideals.
– Emotions – Anger/sadness/love impacting your thought process
• Intragroup causes Jehn, et al (2008):– Task – Disagreement of what needs to be done
– Relationship – Interpersonal issues between members
– Process – Disagreement of how the task should be accomplished
Causes of Conflict• Interpersonal and Intergroup
– Power Struggle
– Organizational Structure
– Limited Resources
– Ethics
– Cultural Issues
– Opposing Ideology
– Bad Communication
– Competitionhttp://newresolutionmediation.blogspot.com/2008/02/getting-creative-in-mediation-2how-one.html
Conflict Management
• The Thomas – Kilmann Mode
Instrument (TKI) Identified five typical
predispositions when comes to handling
conflict:Value of Your Goal Value of the Relationship Your Outcome Their Outcome
Collaborating High High Win Win
Compromising Medium Medium Middle Middle
Accomodating Low High Lose Win
Avoiding Low Low Lose Lose
Competing High Low Win Lose
Conflict Management
• Collaborating – Work with someone to come to a solution where
everyone is happy
– Those predisposed to collaboration like solving problems and taking time to address all of the underlying issues.
– They think they can maintain the relationship and get everyone what they want
• Compromising– Give and take – willing to give up something in
order to get something in return
– Takes less time than collaborating but still helps to maintain relationships
Conflict management• Accommodation
– Gives up goals to keep the peace
– Accommodators often complain about what they gave up
• Avoidance
– Ignores or runs from issues
– Avoiders are hoping the problem just goes away
• Competition
– Looking to gain an advantage at another person’s expense
– Competitors typically try to intimidate others and are aggressive.
– Only see things in terms of winning or losing
What is negotiation
• “to discuss something formally in order to make an agreement; to agree on (something) by formally discussing it; to get over, through, or around (something) successfully (Merriam Webster).
• In short – working with another party on an agreement that is going to work out better than if you do not negotiate
Negotiation Phases
• Every negotiation has multiple phases that it will progress through for each party.– Plan
– Discuss
– Propose
– Bargain
– Close
• The text uses five phases, as well, but they are a little different– Investigate
– Determine your BATNA
– Presentation
– Bargaining
– Closure
Negotiation Phases
• Planning
– Identify your Best Alternative to a Negotiated Agreement (BATNA)
– Try to find your opponent’s BATNA
– Build your knowledge base
– Identify any problem areas, emotional issues, or pitfalls to avoid
• “If ignorant both of your enemy and yourself, you are certain to be in peril.” Sun Tzu, The Art of War
Negotiation Phases• Discuss
– Discussion is not just opening up the
negotiation; you are trying to build a
rapport with the other party. People are
more likely to deal fairly others that they
know, understand, and can relate to.
• Propose
– This is where you present the information
to the other party in a way that favors you
and your goal of getting to the BATNA
Negotiation Phases• Bargain
– Finding the point where all parties can
agree
• Zone of Possible Agreement (ZOPA)
– Give and take needs to take place; if you are
firm on a position then why are you even
negotiatingBATNA
Walk Away
ZOPA
Negotiation Phases
• Close
– Closing a negotiation does not necessarily
mean “closing the deal.”
– If an agreement is reached, make sure all
interested parties understand what was
decided
– If an agreement was not reached then find
out from the other parties why. You may
find that there was something you had not
anticipated or thought about that can help
in future negotiations.
Negotiation mistakes• Jumping at the first offer
• Lack of communication
• Allowing ego and emotion to take precedent
• Lack of cultural understanding
• Over or under valuing certain points
• Heavily unbalanced outcome
• Failure to negotiate items individually
• Making the deal…and then not following through
• Time – going to fast or too slow
Final Thoughts• Conflict can be mitigated with good
communication, understanding, and
cooperation.
• Think about what is important to you,
what you are willing to give on, what is
important to your negotiation partner,
and what you think they may be willing
to give on.
• If you only go for the “win” you may not
get anything at all
Works CitedConflict. (n.d.). In Merriam Webster Dictionary online. Retrieved from
http://www.merriam-webster.com/dictionary/conflict.
Bauer, T.N. & Erdogan, B. (2014). Human Relations in the Organization. Asheville, N.C.:
Soomo Publishing.
Baron, R.A. (1991). Positive Effects of Conflict: A Cognitive Perspective. Employee Responsibility and Rights Journal, 4(1), pp. 25-36.
Jehn, K.A., Greer, L., Levine, S., & Szulanski, G. (2008). The Effects of Conflict Types,
Dimensions, and Emergent States on Group Outcomes. Group Decision and Negotiation,
17(6), pp. 465-495.
Altmae, S., Turk, K., & Ott-Siim, T. (2013). Thomas-Kilmann’s Conflict Management
Modes and their Relationships to Fiedler’s Leadership Styles. Baltic Journal of Management, 8(1), pp. 45-65.
Negotiate. (n.d.). In Merriam Webster Dictionary online. Retrieved from http://www.merriam-webster.com/dictionary/negotiating.
Brett, J.F., Pinkley, R.L., & Jackofsky, E.F. (1996). Alternatives to Having a BATNA in
Dyadic Negotiation: The Influence of Goals, Self-Efficacy, and Alternatives on Negotiated
Outcomes. International Journal of Conflict Management, 7(2), pp. 121-138.