MGT 371 Ch7: Negotiating and resolving conflict

The six-step framework adapted from the integrated bargaining literature (Stroh, Northcraft, & Neale, 2002) for the collaborative problem-solving process includes establishing overarching goals; separating the people from the problem; focusing on interests, not positions; inventing options for mutual gains; using objective criteria for evaluating alternatives; and defining success in terms of real gains, not imaginary losses. The step Define success in terms of real gains, not imaginary losses is characterized by which of the following?

"Does this outcome constitute a meaningful improvement over current conditions?"

Mediator - Problem Identification

1.) Acknowledge that a Conflict Exists and Propose a Collaborative Problem-Solving Approach for Resolving it 2.) Make it Clear that the Disputants "Own" Their Problem; Avoid the Role of Judge 3.) While Seeking to Understand the Perspective of Both Parties, Maintain a Neutral Posture Regarding the Disputants—If not the Issues 4.) Manage the Discussion to Ensure Fairness—Keep the Discussion Issue Oriented, Not Personality Oriented

Responder - Solution Generation

1.) Ask for Suggestions of Acceptable Alternatives

Responder - problem identification

1.) Establish a Climate for Joint Problem-Solving by Showing Genuine Interest and Concern 2.) Seek Additional, Clarifying Information About the Problem by Asking Questions 3.) Agree with Some Aspect of the Complaint

Mediator - Solution Generation

1.) Explore Options by Focusing on Common Interests, Not Disparate Positions 2.) Use the Dispute as an Opportunity to Teach Problem-Solving Skills and to Establish Protocols for Dispute Resolution

Initiator - Solution Generation

1.) Focus on Commonalities as the Basis for Requesting Changes

Keys to Effective Integrative Negotiation

1.) Focus on interests, not positions 2.) Establish overarching, shared goals 3.) Use objective criteria for evaluating alternative agreements 4.) Define success in terms of real gains, not imaginary losses 5.) Invent options for mutual gains

Conflict Management Approaches

1.) Forcing 2.) Accommodating 3.) Avoiding 4.) Compromising 5.) Collaborating

Initiator - Problem Identification

1.) Maintain Personal Ownership of the Problem 2.) Succinctly Describe Your Problem in Terms of Behaviors, Consequences, and Feelings 3.) Avoid Drawing Evaluative Conclusions and Attributing Motives to the Respondent 4.) Persist Until Understood 5.) Encourage Two-Way Discussion by Inviting Respondent to Ask Questions and Express Their Point of View 6.) Focus on One Problem at a Time: Build Rapport and Understanding

ALL ROLES - Action Plan and Follow-Up

1.) Make Sure All Parties Understand and Support the Agreed-Upon Solution and Establish Follow-Up Procedures

Sources of Conflict

1.) Personal differences: Perceptions and expectations 2.) Informational deficiencies: Misinformation and misrepresentation 3.) Role incompatibility: Goals and responsibilities 4.) Environmental stress: Resource scarcity and uncertainty

What is an unassertive, uncooperative reaction to conflict that neglects the interests of both parties by side-stepping the issue?

An avoiding response

There are four sources of interpersonal conflict. They are personal differences, informational deficiencies, role incompatibility, and environmental stress. Which of the following statements is true of an informational deficiency?

An informational deficiency is a breakdown in organizational communication.

Reservation price

Before going into a negotiation, have a reservation price. Know when you will walk away from the negotiation.

Which of the following types of responses is a reaction to conflict that attempts to find satisfaction for both parties by "splitting the difference?"

Compromising

What is a negotiation tactic that requires both parties to sacrifice something to resolve the conflict—to divide up a "fixed pie?"

Distributive bargaining perspective

There are four sources of interpersonal conflict. They are personal differences, informational deficiencies, role incompatibility, and environmental stress. __________ is conflict-fostering tension induced by such organizational factors as budget tightening or uncertainty caused by rapid, repeated change.

Environmental stress

Which of the following statements best describes a forcing response?

It can be done by using formal authority, physical threats, or manipulation ploys, or by ignoring the claims of the other party.

__________ involves acknowledging that a conflict exists, maintaining a neutral posture, and managing the discussion to ensure fairness.

Mediator-problem identification

Which of the following is defined as interpersonal conflict that is personal?

People-focused conflict

There are four sources of interpersonal conflict. They are personal differences, informational deficiencies, role incompatibility, and environmental stress. Which of the following is a common type of interpersonal conflict, and the most difficult for managers to resolve?

Personal differences

There are four sources of interpersonal conflict. They are personal differences, informational deficiencies, role incompatibility, and environmental stress. Which of the four sources of interpersonal conflict includes goals and responsibilities?

Role incompatibility

Which of the following is a step in initiator-problem identification?

Stick to the facts.

Which of the following is true of issue-focused conflicts?

They are more like rational negotiations.

integrative negotiation

a negotiation tactic in which the focus in on collaborative ways of "expanding the pie" by avoiding fixed, incompatible positions. (Contrast with distributive negotiation)

distributive negotiation

a negotiation tactic that requires both parties to sacrifice something to resolve the conflict - to divide up a "fixed pie." (Contrast with the integrative negotiation)

Compromising Response

a reaction to conflict that attempts to find satisfaction for both parties by "splitting the difference." If overused, it sends the message that settling disputes is more important than solving problems Objective: Reach an agreement quickly. Point of View: "Let's search for a solution we can both live with, so we can get on with our work." Supporting Rationale: Prolonged conflicts distract people from their work and engender bitter feelings. Likely Outcome: Participants become conditioned to seek expedient, rather than effective, solutions.

accommodating response

a response to conflict that tries to preserve a friendly interpersonal relationship by satisfying the other party's concerns while ignoring one's own. It generally ends with both parties losing. Objective: Don't upset the other person. Point of View: "How can I help you feel good about this encounter?" "My position isn't so important that it is worth risking bad feelings between us." Supporting Rationale: Maintaining harmonious relationships should be our top priority. Likely Outcome: The other person is likely to take advantage of you.

A(n) __________ is a response to a conflict that tries to preserve a friendly interpersonal relationship by satisfying the other party's concerns while ignoring one's own.

accommodating approach

forcing response

an assertive, uncooperative response to conflict that uses the exercise of authority to satisfy one's own needs at the expense of another's Objective: Get your way Point of View: "I know what's right. Don't question my judgment or authority." Supporting Rationale: It is better to risk causing a few hard feelings than to abandon an issue you are committed to. Likely Outcome: You feel vindicated, but the other party feels defeated and possibly humiliated.

avoiding response

an unassertive, uncooperative reaction to conflict that neglects the interests of both parties by side-stepping the issue. The resulting frustration may engender power struggles as others rush to fill the leadership vacuum Objective: Avoid having to deal with conflict. Point of View: "I'm neutral on that issue." "Let me think about it." "That's someone else's problem." Supporting Rationale: Disagreements are inherently bad because they create tension. Likely Outcome: Interpersonal problems don't get resolved, causing long-term frustration that manifests in a variety of ways.

Negotiation strategies __________.

are one of two broad approaches or perspectives used for resolving differences or allocating scarce resources—integrative and disruptive

informational deficiencies

breakdowns in organizational communication. Conflicts based on the resulting misunderstandings tend to be common but easy to resolve

The __________ is the cooperative, assertive, problem-solving mode of responding to a conflict.

collaborating approach

Enviormentally induced stress

conflict-fostering tension induced by such organizational factors as budget tightening or uncertainty caused by rapid, repeated change.

The __________ role is the part in a conflict management model played by the individual who first registers a complaint with another person.

initiator

During __________, you should succinctly describe your problem in terms of behaviors, consequences, and feelings.

initiator-problem identification

A(n) __________ is a negotiation tactic in which the focus is on collaborative ways of "expanding the pie" by avoiding fixed, incompatible positions.

integrative perspective

People-focused conflict

interpersonal conflict that is personal (e.g., a clash between different personalities or interpersonal styles)

issue-focused conflict

interpersonal conflicts that are substantive, or content, oriented

The four phases of the __________ include problem identification, solution generation, action plan formulation and agreement, and implementation and following.

problem-solving process

During __________, you should signal your willingness to consider making changes by agreeing with facts, perceptions, feelings, or principles.

responder-problem identification

anchoring

setting an expectation for what an acceptable offer is for you

Best Alternative to a Negotiated Agreement (BATNA)

the best outcome you might reach if the other party refuses to negotiate

Role incompatibility

the conflict-producing difference between workers whose tasks are interdependent but whose priorities differ because their responsibilities within the organization differ. The mediation of a common superior is usually the best solution

Collaborating Approach

the cooperative, assertive, problem-solving mode of responding to conflict. It focuses on finding solutions to the basic problems and issues that are acceptable to both parties rather than on finding fault and assigning blame. Of the conflict management approaches, this is the only win-win strategy. Objective: Solve the problem together. Point of View: "This is my position. What is yours?" "I'm committed to finding the best possible solution." "What do the facts suggest?" Supporting Rationale: The positions of both parties are equally important (though not necessarily equally valid). Equal emphasis should be placed on the quality of the outcome and the fairness of the decision-making process. Likely Outcome: The problem is most likely to be resolved. Also, both parties are committed to the solution and satisfied that they have been treated fairly.

negotiation

the process by which multiple parties come to agreements

Zone of Possible Agreement (ZOPA)

the range in which an agreement might be met that would satisfy the needs of both parties involved in the negotiation

personal differences

variations among individuals' values and needs that have been shaped by different socialization processes. Interpersonal conflicts stemming from such incompatibilities are the most difficult for a manager to resolve