Week 8 (Negotiation and conflict)

Question 1

Three approaches to conflict:

Answer 1

Adresser, concealer, attacker

Question 2

How conflict affects organizations:

Answer 2

We tend to think of the negative impact first​
-Hinders smooth working​
-Hampers decision making process​
-Causes coalition forming (competition between interest groups)​
-Reduces productivity

But there are also positive effects​
-Diffuses more serious conflicts​
-Causes people to search for new solutions to problems​—Increases group cohesion and performance​

Question 3

Abilene Paradox—

Answer 3

individuals are not willing to act contrary to what they believe other members of the group are thinking or doing. Individuals do not want to openly voice their true feelings for fear of disagreement!​

Question 4

Robust dialogue:

Answer 4

Arrange the seating​

Responsibility of Disclosure (say what is on your mind)​

Responsibility of Inquiry (ask questions for clarification)​

“Talking Stick” or “Talking Ball”​

Power of the Pause: Everyone Speaks​

Time to Summarize​

​

Question 5

Difficult conversations:

Answer 5

Difficult conversation are between two or more people where:​

A) outcomes are important, ​

B) viewpoints differ, and ​

C) emotions run high

Question 6

ILETS
vs
ITELS

Answer 6

Introduce, Listen, Empathize, Talk, Solve
vs
Introduce, talk, Empathize, Listen, Solve

Additional tools for ILETS:
Plan the best time and place​

Invite a third person​, Rehearse beforehand​, Avoid conversation killers​, Placing blame​, Making assumptions​,Judging

Question 7

Conflict:

Answer 7

Antagonistic interaction in which one party, in order to achieve its goals, will prevent or block the intentions or goals of another.​

Task Conflict​
Disagreements among people about the goals to be achieved or the tasks to be performed​

Relationship Conflict​
Interpersonal incompatibility that creates tension and personal animosity among people ​

Question 8

Five Conflict styles:

Answer 8

Competing – views conflict as a win-lose proposition​

Avoiding – prefers not to deal with conflict​

Accommodating - agreeable, easygoing – may not express their needs​

Compromising - meeting in the middle – give and take​

Collaborating - works to understand deeper needs behind the conflict, addresses emotions that arise and proposes trade-offs

All based on assertiveness and colaborativness

Question 9

Negotiation:

Answer 9

“is a formal process of discussion used to reach an agreement between parties in conflict, such as negotiating a contract between a union and management or when a business is to be bought or sold. Differences between the parties are resolved by systematic negotiation

Integrative: (Combine the needs of both sides , Based on a win-win assumption that tries for a creative solution to benefit both parties​,Wants everyone to walk away with a gain and a positive feeling​, Plenty to go around​)

Distributive:(Assumes a win-lose negotiation ​,One party gets something he or she wants only if the other gives up something they have​,One party will believe they lost​
Not good at building lasting relationships​)

Question 10

Steps in Negotation:

Answer 10

1-Planning
2-Know your priorities
3-Search for standards that may apply
4-Know you Alternatives (BATNA)
5-Importance of relationship vs outcomes

Question 11

Negotiation for equity:

Answer 11

1. Consider outsiders.
2. Leverage your clout.
3. Negotiate change from the inside.

Question 12

Mediation:

Answer 12

Characteristics of mediation​

Voluntary​

Non-coercive (no one is forced into deciding the outcome)​

Impartial mediator​

Building relationships​

Informal, rules developed/agreed upon by those involved, confidential​