Final- Session 7 Flashcards
(19 cards)
Two types of conflict
- Constructive (task-oriented) conflict
2. Relationship (socioemotional) conflict
Constructive (task-oriented) conflict
• Parties focus on the issue while maintaining respect for
people having other points of view.
• Try to understand the logic and assumptions of each
position
Relationship (socioemotional) conflict
• Parties focus on personal characteristics (not issues) as
the source of conflict.
• Try to undermine each other’s worth/competence
• Accompanied by strong negative emotions (drive to
defend)
Sources of Conflict
- Incompatible goals: one party’s goals perceived to
interfere with other’s goals - Differentiation: different values/beliefs
- Interdependence: greater chance that parties will
disrupt or interfere with each other - Scarce resources: motives competition
- Ambiguous rules: create uncertainty, encourage
political tactics - Communication problems: increase stereotyping,
escalates conflict
Conflict Handling Strategies
- Problem Solving
- Forcing
- Avoiding
- Yielding
- Compromising
Problem Solving
• Best when: - Interests are not perfectly opposing - Parties have trust/openness - Issues are complex • Problems: takes time; costly
Forcing
• Best when:
- you have a deep conviction about your position
- quick resolution required
- other party would take advantage of cooperation
• Problems: relationship conflict, long-term relations
Avoiding
• Best when:
- conflict is emotionally-charged (relationship conflict)
- conflict resolution cost is higher than benefits
• Problems: doesn’t resolve conflict, frustration
Yielding
• Best when:
- other party has much more power
- issue is much less important to you than other party
- value/logic of your position is imperfect
• Problems: increases other’s expectations; imperfect solution
Compromising
• Best when: - Parties have equal power - Quick solution is required - Parties lack trust/openness • Problem: Sub-optimal solution where mutual gains are possible
Distributive Neotiation Techniques
- Managing First Offers
- Managing Time
- Managing Concessions
Managing First Offers
- Anchoring:
- Making a first offer that’s very favorable to you
- Prepare and share a legitimate rationale
- Use precise numbers
- Re-anchoring:
- Making a counter-offer based on your target price
- Ask counterpart to explain reasoning
- Ask counterpart to try again (flinch, stare, and wait
for a response) - Threaten to walk away (but only if you’re willing to
do it)
Managing Time
- Apply time pressure through an “exploding offer”
- Motivate the other party to accept the offer
- Forfeit the opportunity to explore their BATNA
- Or prolong the process to obtain the other party’s
commitment- Reduce the possibility of “no deal”
Managing Concessions
- Allow yourself room to make concessions
- Be flexible on issues that are less important to you
- Signal information with your concessions
- Size and sequencing: make your concessions
smaller as you approach your goal
- Size and sequencing: make your concessions
- Develop a rationale around each of your concessions
- Make bi-lateral, not uni-lateral concessions
- Don’t reward stubborn behavior
Integrative Negotiation Techniques
- Sharing Information Selectively
- Discovering Priorities
- Packaging Issues
Sharing Information Selectively
- “Mutual striptease”: start by revealing a small amount
or an unimportant piece of information- Signals trustworthiness to counterpart
- Motivates counterpart to reciprocate
- Protects you from being too vulnerable
- Base reactions on tit-for-tat
- If counterpart shares, reciprocate
- If counterpart withholds, protect your interests
Discovering Priorities
- Ask counterpart “why this is important to you?”
- Understand counterpart’s interests
-Reveal priorities among issues - Share relative importance: “Certain part of an
orange is most important to me, then price, and
then delivery time”
- Understand counterpart’s interests
- Ask counterpart to rank order as well
- Add value by considering what other resources
and assets you can offer
- Add value by considering what other resources
Packaging Issues
- Make multi-issue offers
- Reveals information about counterpart’s
preferences : “what did you like and dislike about
my proposal?” (issueby-issue becomes sequential
distributive negotiation) - Promote creative ways to increase resources
available toboth sides
- Reveals information about counterpart’s
- Make multiple offers simultaneously
- Focuses attention on comparing offers and moving
toward agreement, rather than on yes/no
- Focuses attention on comparing offers and moving
Distributive vs. Integrative
Distributed
- Win/Lose: Search for solutions that meet own needs
- Conceal information or use it selectively and strategically
- Positions
- Focus on single issues
- Competitive
- Short-term relationship
Integrative
- Win/Win: Search for solutions that meet both parties’ needs
- Share information more openly
- Interests
- Focus on multiple issues
- Cooperative problem-solving
- Long-term relationship
