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Negotiation/Conflict Resolution > Midterm 1 > Flashcards

Midterm 1 Flashcards

(53 cards)

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1
Q

Conflict Reolution

A

The act of resolving a controversy, disagreement, fight, war, misunderstanding, Love spat, etc.

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2
Q

Conflict

A

The result of differing needs, perceptions, assumptions, and/or values

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3
Q

Managers and Supervisors must develop skills to, —— , conflict and to facilitate, negotiate, ——, communicate conflict resolution

A

Recognize, mediate

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4
Q

The —- approach

Battle to win
Gain advantage

A

Conquest approach

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5
Q

The —— approach

Lack of confidence
Believe and hope conflicts will go away

A

Avoidance

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6
Q

The —- approach

Demands and Interests are traded
Assumes time will heal wounds

A

Bargaining

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7
Q

Quick fixer or —- band aid approach

Use of quick solution that fail to address conflict
Moving employees

A

Band aid

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8
Q

The —- player approach

People act from their roles

A

Role

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9
Q

Ingredients of conflict: Diversity and Differences

A 
Needs-essential for well being
Perceptions
Power
Values
Feelings and Emotions
Internal conflict
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10
Q

Dr. Weeks surveyed across the world found these words used most often to describe conflict

A

Fight. Hate. War. Anger. Avoid. Wrongdoing. Destruction etc

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11
Q

Successful conflict resolution can result in —-

A

Better working relationships

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12
Q

Better working relationships can

A

Improve productivity
Produce cost savings
Create better morale

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13
Q

Work place conflict must have these 4 elements to be a conflict

A

Jobs are interdependent
Feel angry
Perceive others to be at fault
Act in way that cause a business problem

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14
Q

Most common and easiest conflict happens between —-

A

2 people

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15
Q

6 parts of conflict structure

A 
Interdependency
Number of interested parties 
Constituent representation
Negotiators authority
Critical urgency
Communication
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16
Q

According to Dr. Dana, the costs of conflict include,

A

Wasted time. Bad decisions. Loss of good employees. Unnecessary restructuring. Sabotage. Theft. Damage. Lower job motivation. Lost work time. Health costs

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17
Q

Risks of conflict

A 
Workplace violence
Unionization/labor strikes
Vandalism 
Malicious whistle blowing
Retaliatory lawsuits
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18
Q

Hints to avoid conflict

A

Progressive discipline has its place in dealing with conflict
Discipline should not be applied before attempts to reconcile interests have been given a chance
Be sensitive to relationships
Encourage employees to talk to you
Analyze any conflict to determine the causes to help you resolve it

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19
Q

3 ways to resolve conflict

A

Power contests

Rights contests (appeal to source of authority)

Interests reconciliation (work in collaborative manner)

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20
Q

Essential process of mediation

A 
Directly between disputants
No walk aways
no power plays
Discussion of the issue to be resolved
Sustain dialogue long enough to find a solution
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21
Q

To resolve conflict there must be —-, dialogue must be given —-, dialogue must be —- by someone.

A

Dialogue

Time

Facilitated

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22
Q

Managerial mediation steps

Study These Flashcards
A 
Identify conflict
Decide to mediate
Hold preliminary meetings
Plan the context
Hold a 3-way meeting
Follow up
23
Q

Wrong reasons to mediate

Study These Flashcards
A 
Establish innocence 
Discipline 
Decide right and wrong
Do not use for violations or legal reasons 
Substandard job performance 
Personal problems
24
Q

Definition of negotiation

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A

It is the means by which people deal with their differences

25
3 basic types of negotiation
Deal making Decision making Dispute rsolution
26
5 elements common to negotiation situations
2 or more parties Interdependence Common goals Flexibility Decision making ability
27
5 bargaining stances
``` Avoiding Acomodative Collaborative Competing Compromising ```
28
Remember that with out —— no reason to negotiate, no motivation to reach agreement
Interdependency
29
Common goals in negotiations
Content (substance and specifics) | Relationship- how the parties want to be viewed by eachother
30
Negotiation are about changing the —-
Status Quo
31
BATNA means
Best Alternative to Negotiated Agreement
32
4 stages of negotiation
Preparation (most important) Opening session Bargaining Settlement
33
9 steps to a deal
``` What do consider to be a good outcome for both sides Find value creation Identify BATNA and RV for both sides Shore up your BATNA Anticipate Authority issue Learn everything about the other side (people culture goals) Prepare to be flexible Gather external standards and data Alter process in your favor ```
34
Ground rules (5 Ws)
Who where when how what
35
Common bargaining tactics
H
36
Why is saving face important
Want to avoid embarrassing other side because payback could be a huge motivator
37
3 components of Distributive Bargaining
View eachother as adversaries Both sides want to maximize their self interest Parties are concerned only about their well being and are not concerned about a future relationship
38
Zopa definition and diagram
Zone of possible agreement B——-RV———————-RV———S Zopa
39
Why is opening offers and anchoring important
Anchoring is important because you really don’t want to move away from the first number offered. The first number in the table often anchors entire negotiation
40
What is the negotiation dance
Start with opening offer and then dance around with counter offers until agreement is reached
41
Intigrative bargaining definition
A negotiation process in which the parties involved strive to integrate their interests as effectively as possible in the final agreement. (Also called win win, expendable pie)
42
Thompson’s Pyramid Model
Level 1 agreement (exceeds both sides RV or BATNA) Level 2 superior agreement (create additional value for both parties) Level 3 Pareto Optimal (Max value for both parties)
43
Successful intigrative bargaining requires
Willing participation Relationship Collaborative Atmosphere Packaging
44
The categorization model of integrative bargaining
Identify issues Classify each issue as compatible, exchange, or distributive Agree on all compatible issues Trade or exchange issues of equal value Use distributive bargaining in all unresolved issues
45
Principles of IBB (Interest based bargaining)
``` Sharing information Forgo power or leverage Create options Focus on issues Leaving past issues Expressing interests not positions Both parties are committed to IBB ```
46
Ability to induce the other party to settle for less
Power
47
Use of power to achieve goals
leverage
48
BATNA is your most important bargaining chip and source of power
Keep BATNA concealed Weaken other party’s BATNA Team up with other parties to increase BATNA
49
3 keys to creating persuasive arguments
Passin (pathos-focus on emotion by appealing to fairness) Logic (logos- focus on information by presenting math estimates, pros cons) Character (ethos- focus on person by citing their reputation for honesty, fairness)
50
T/F Communication in negotiations occurs through verbal communication and non verbal communication
True
51
Sometimes negotiations will result in a stalemate or —-
Impasse
52
What are common causes of negotiation impasse?
No real ZOPA Entrenchment Unskilled negotiator One or more parties had no real intention to settle Settlement pressure
53
ADR
Alternative Dispute Resolution various methods by which nueteal 3rd parties assist individuals engaged in a conflict or negotiation (often cheaper)

Negotiation/Conflict Resolution (2 decks)

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