Conflict Resolution

Describe the two-dimensional model of conflict and the five bargaining styles it identifies

Assertiveness vs Cooperativeness Forcing, Avoiding, Accommodating, compromising, collaborating

General characteristics of negotiations

Bargaining is a form of communication involving two or more parties who disagree on one or more issues but who intend to resolve the disagreement Two or more options are under discussion at all times Parties look for outcomes that leave one or both parties better off, or at least not worse off, than before

What is a BATNA and what role does it play in the conflict resolution process

Best Alternative To a Negotiated Agreement: your best no-agreement situation; the stronger your BATNA the more power you have

Compare and contrast distributive and collaborative negotiations

Compare: parties enter into discussions with the hope of reaching an agreement that will benefit them Distributive - power-based and bad for relationships, seek to maximize returns NOW Collaborative - considerate and good for relationships, seek to maximize returns in the long run

Why avoidance strategies are problematic to individuals and organizations

Conflict and its resolution can be functional to both individuals and organizations, the failure to deal with it can impede effectiveness Problems can get more serious if ignored Conflict can be an ongoing source of stress if not addressed constructively

What does it mean to make it hard for the other bargainer to say no and how is it done

Convince the other bargainer that they cannot win: Remind the other bargainer of the consequences associated with not reaching your agreement Warn, not threaten Be willing to exercise your ability to carry out your BATNA if the other bargainer ignores your warnings Use the minimum power necessary Be ready to neutralize the other bargainer's exercise of his BATNA Bring in a third party

Identify and describe the fundamental strategies of integrative negotiations

Do not react, go to the balcony Disarm them by stepping to their side Change the game by reframing the dispute Make it easy for them to say yes Make it hard for them to say no

Describe the "dilemma of goals" that can arise during negotiations

Each party would like to negotiate a settlement better than the situation that would exist if no agreement is negotiated If they drive too hard for an outcome that maximizes their gain, the other party could refuse to agree of leave negotiations If they do not drive hard enough their needs and interests might not be met

Describe the consequences commonly associated with the use of each of the five bargaining styles

Forcing: you feel vindicated but other party feels defeated and possibly humiliated Avoiding: interpersonal problems don't get resolved, causing long-term frustration manifested in a variety of ways Compromising: participants become conditioned to seek expedient, rather than effective, solutions Accommodating: the other person is likely to take advantage of you Collaborating: the problem is most likely to be resolved, both parties are committed to the solution and satisfied that they have been treated fairly

Describe the "dilemma of openness and honesty"

How much information should you share and how accurate should that information be: Too much info - you can be exploited Not enough info - cannot do negotiations

When should delaying tactics be adopted

If you're angry or upset; if anger and hostility are likely to interfere with the conflict resolution process

Basic conditions descriptive of distributive (competitive) negotiations

Objective is to maximize one's own returns Focus is on the here and now Bargainers are willing to use whatever tactics are necessary for them to maximize their returns Bargainers are only willing to cooperate if it is good for them (helps them get what they want)

Describe confrontation tactics and the two major categories of confrontation tactics

Parties take deliberate steps to resolve their conflict: Power based - approaches that emphasize the reliance on one's own interests with little to no regard for the other party's interests Collaboration - emphasis on the identification of creative solutions that address both parties' interests

Identify and describe four sources of conflict

Personal differences: perceptions and expectations Informational Deficiencies: misinformation and misrepresentation Role incompatibility: goals and responsibilities Environmental stress: resource scarcity and uncertainty

Identify and describe the three "tightropes" that negotiators have to walk in order to reach an agreement

Pressing for an outcome most favorable to you may drive the other party to leave the bargaining table, but not pressing hard enough could mean you settling for a poor outcome If you are completely open with the other party, you risk being exploited but by not being open enough they may mistrust you or refuse to continue bargaining with you While it may be possible to reach an agreement that is profitable for you in the short-term you may risk ruining the relationship and therefore being profitable in the long run

Possible consequences associated with the use of delaying tactics

Problems do not get resolved, problems worsen, relationships are hurt, undermine self-confidence and self-esteem, inability to resolve conflict can be viewed as a failure

What does it mean to change the game by re-framing the dispute and how is it done

Recasting what your opponent says in a form that directs attention back to the problem of satisfying both sides' interests: Ask problem-solving questions Reframe tactics - go around stone walls, reinterpret the stone wall as an aspiration, take the stone wall seriously but test it, deflect the attack, reframe the attack as an attack on the problem, reframe the attack as being friendly, reframe from past wrongs to future remedies, refram from "you" and "me" to "we", expose tricks, ask clarifying questions, make reasonable requests Negotiate about the rules of the game

Describe the characteristics of the distributive negotiator

Seeks to maximize their own returns in the "here and now" with relatively little concern for the longer run consequences Considers needs and interests of other party to be illegitimate Has flexible standards with respect to the tactics that they will employ Will behave cooperatively only to the extent that it advances their position Focused on winning negotiations Strongly defends themselves from tactics employed by the other side Tries to control the bargaining process

Identify and describe the key steps in the integrative negotiation process

Separate people from the problem: separate feelings for other bargainer from issues over which there is a disagreement Focus on interests, not positions: positions are public statements, interests are the reasons why we take them Inventing mutual gain: emphasis on resolving conflict in ways that allow both parties to be better off than before Insist on objective criteria: bargain on a basis other than power

Discuss the fundamental tactics used by distributive bargainers

Stonewalls: refusal to move from a position that has been taken Attacks: pressure tactics intended to intimidate and make other party feel uncomfortable Tricks: designed to fool you

Define a target point, resistance point, and asking price and the roles they play in the distributive bargaining process

Target Point: the negotiator's most preferred or ideal agreement; Resistance Point: a settlement that is no better than the alternative of not reaching an agreement, the worst settlement you would accept Asking Price: highest possible price, higher than all target points, starts negotiations; an optimistic price that can serve as the starting point for negotiations

Explain what it means to not react, to go to the balcony, and how is it done

The process of stepping back from the situation in order to regain composure and to achieve a fresh perspective: Remind yourself of what your interests really are Revisit your BATNA Decide whether you should negotiate Name the game Know your "hot buttons" Buy time to think Don't make snap decisions

Factors that have contributed to the decreased ability of organizations to deal with conflict today than in the past

The restructuring of organizations Changes in the nature of the organizational hierarchy Managers might not have the technical expertise to resolve problems The pace of decision-making has increased There is greater diversity in the workplace There is a decreased ability of people to resolve conflict constructively

Describe the five basic elements that define a bargaining relationship

There are at least two parties involved The parties have a conflict of interest with respect to one or more different issues: single issue vs multiple issue or importance of issues Regardless of the existence of prior experience or acquaintance with one another, the parties are at least temporarily joined together in a special kind of voluntary relationship: parties can leave whenever they want to Bargainers are concerned with either A) the division or exchange of one or more specific resources and/or B) the resolution of one or more issues or problems about which the parties disagree: outcomes of each party must be related Bargaining activity usually involves the presentation of demands or proposals by one party, evaluation by the other, followed by concessions and counter proposals that happen sequentially

How are the three tightropes created by the elements of the bargaining relationship

They arise from the dilemmas of goals, trust, and openness/honesty

Reasons an individual might adopt an avoidance strategy when conflict arises

They don't believe they have the needed skills to resolve the conflict They don't understand the positive benefits associated with the resolution of the conflict They're afraid that their attempts to deal with conflict will be unpleasant They believe the conflict will intensify and the relationship will get worse if they address the conflict It is an easy strategy to implement

What does it mean to make it easy for the other bargainer to say yes and how is it done

To "build a golden bridge" and make it easy for the other side to finalize an agreement: Ask the other bargainer for ideas, build on them, ask for constructive criticism, provide choices or options Put yourself in the other bargainers shoes Don't overlook basic needs like security and recognition Use "if, then" formulas Make it easy for the other bargainer to save face - demonstrate how the circumstances have changed, ask for a third party recommendation, rely on a standard of fairness Slow down the process

Describe delaying tactics as a way to respond to conflict

To be willing to put off or delay addressing the problem that is the source of the conflict: Allow time to pass allowing situations to settle or change so that the problem simply goes away or becomes less important to the other party Make the situation more confusing Deal with the minor issues instead of major ones

What does it mean to disarm the other bargainer by stepping to their side and how is it done

To diffuse the other bargainer's hostile emotions by getting the other bargainer to listen to your point of view or developing respect from the other bargainer: Agree with them whenever you can Active listening - paraphrase and ask for corrections, acknowledge the points being made, acknowledge their feelings, offer an apology, pace the other bargainer's behavior

How does understanding the five basic elements of the bargaining relationship help you resolve conflict

Understanding how the relationships between the parties are helps you to understand what types of goals and behaviors to expect

When is it most appropriate to use distributive bargaining

When continued relations are not a factor One-time bargaining situations, not in organizational settings

Circumstances in which the use of collaborative bargaining is more appropriate than the use of distributive bargaining tctics

When relationships matter, organizational settings

When is it most appropriate to use integrative bargaining

When wanting to foster strong, healthy relationships

describe avoidance strategies when engaged in conflict resolution

You can ignore the problem, pretend it doesn't exist, leave the situation rather than live with the conflict, or give in to the other party rather than deal with the problem

How does the "dilemma of trust" need to be resolved in order for negotiations to be successful

You have to accept some of what the other party is saying (enough to conduct negotiations) while not believing too much (in case it is not true)

Describe the "dilemma of trust"

Your willingness to believe what the other party is saying: If you believe nothing then you cannot negotiate If you believe everything then you will be exploited

How does the "dilemma of openness and honesty" need to be resolved in order for negotiations to be successful

convey enough information to conduct negotiations but not so much that you are exploited

How does the "dilemma of goals" need to be resolved in order for negotiations to be successful

each side must identify what they believe is an acceptable settlement that is better than no agreement and has the chance to be accepted by both sides

What is the settlement range (how is it defined) and what role does it play in the distributive bargaining process

range between the buyer and seller's resistance points, it represents the range of which negotiations can actually occur if negative, then no negotiations can happen