Mgmt3614wk8negotiations

Mgmt3614wk8negotiations - Conflict and Negotiation Mgmt...

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Unformatted text preview: Conflict and Negotiation Mgmt 3614 Online simulation Cross-cultural simulation Objectives Objectives Identify common sources of conflict Explain the five conflict-handling modes Understand the functional and Understand dysfunctional nature of conflict dysfunctional …Objectives Differentiate between distributive and Differentiate integrative bargaining integrative Explain principled negotiation Describe how culture influences conflict Characteristics Of Conflict Characteristics Stereotyping Overvaluation of one’s own group Devaluation of the other group Polarization on issues Distortion of perceptions Escalation Common Sources Of Conflict Common We-they attitudes of reference groups Competition for scarce resources Ambiguous authority Interdependence …Common Sources Of Common Conflict Conflict Deficient information Differences in values, interests, Differences personalities personalities Differences in education, culture, Differences perceptions perceptions Different goals and Different expectations expectations Conflict Conflict Dysfunctional Aspects Reduced productivity Siphons attention from Siphons organizational goals organizational Decreases morale Reduces job satisfaction Causes heightened anxiety Causes absenteeism Increases turnover …Conflict Functional Aspects Forces articulation of views Results in greater Results understanding understanding Makes values and belief Makes system more visible system Helps set organizational Helps priorities priorities Serves as a safety valve Increases cohesiveness Spurs creativity Levels of Conflict Levels Intrapersonal Interpersonal Intragroup Intergroup Intraorganizational Interorganizational Party’s desire to satisfy own concern unassertive assertive Assertiveness Five Conflict-Handling Orientations Orientations Competition Collaboration Compromise Accommodation Avoidance uncooperative Cooperativeness cooperative Party’s desire to satisfy other’s concern Preventing Conflict Preventing Emphasize organizational effectiveness Emphasize and common goals and Ensure frequent communication and Ensure interaction interaction Rotate members among conflicting Rotate parties parties Avoid win-lose situations Distributive and Integrative Distributive Bargaining Bargaining 50% Integrative Win-win approach Not a zero-sum Not game game Long-term focus on Long-term relationship relationship More 50% 60% 40% Distributive Win-lose approach Fixed amount of Fixed resources resources Short-term focus on Short-term relationship relationship Discovered Used car Used What kind of situation was it? How did you negotiate? What did you gain? Potsdam Prunes Potsdam What kind of situation was it? What did you do? What was the outcome? Principled Negotiation Principled Separate the people Separate from the problem from Focus on interests, Focus not positions not Invent options for Invent mutual gain mutual Insist on objective Insist criteria criteria Separate the People from the Separate Problem Problem Be soft on people, hard on the problem Maintain the relationship Recognize people problems in Recognize perception, emotion, communication perception, Put yourself in their shoes See yourself as a partner working with See the other side to solve the problem the Focus on Interests, not Positions Positions What’s behind the positions of the other What’s side? side? Identify shared, opposed, and different Identify interests interests Be assertive about presenting your Be interests interests Invent Options for Mutual Gain Invent Avoid the following: Premature judgment Searching for the single answer Assumption of a fixed pie The problem is theirs, not ours The Brainstorm options Look for mutual gain Insist on Objective Criteria Insist Fair standards or fair procedures Frame each issue as a joint search for Frame objective criteria objective Reason and be open to reason Never yield to pressure, only to principle BATNA BATNA Best Allternative to a Negotiated est ternative egotiated Agreement Determine your BATNA and that of the Determine other party beforehand other Compare offers to your BATNA during Compare the negotiation the Effects of Emotion on Negotiations Negotiations Negative Negotiating Effects of Effects of Positive Feature Emotions Emotions Parties’ relationship Tension and distrust Cooperation and collaboration Communication Restricted Open, two-way Interests Focus on own interests Open to other’s interests Options Focus on two options: ours and theirs Attempt to invent multiple options for mutual gain BATNA May reject agreement even if above BATNA Commitment to getting best option as long as it exceeds BATNA Emotional Approaches to Negotiation Negotiation Rational Positive Negative Controlling and suppressing emotions Expressing positive emotions and engendering them in others Expressing negative emotions such as anger and rage Managing Emotions during Negotiations Negotiations Five concerns Appreciation Affiliation Autonomy Status Fulfilling roles and responsibilities Cultural Influences on Conflict Cultural Importance of saving face Low- or high-context communication Individualism-collectivism High-Context Communication Communication Most information in physical context or internalized in the person Listeners are expected to fill in the blanks with their own knowledge Found predominantly in collectivist cultures More ambiguous and indirect Less self-disclosure Low-Context Communication Communication Mass of information embedded in explicit, transmitted message Found predominantly in individualistic cultures Direct and unambiguous More self-disclosure “The Japanese probably never The will become gabby. We’re a homogeneous people and don’t have to speak as much as you do in the United States. When we say one word, we understand 10, but in the United States, you have to say 10 to understand one.” 10 Japanese Manager Conflict in Low-Context Cultures Cultures Instrumental Linear, logical approach Issues separate from people Viewed as less threatening More direct, disclosing Face-threatening messages Conflict in Individualistic Cultures Cultures Concerned with self and families Focus on personal rights Strong assertions of personal opinion Individual accountability for problems Concerns violations of individual expectations Conflict in Collectivist Cultures Collectivist Personal interests subordinated for the good of the group Indirect approach Face-saving measures Use of third-party mediators Group accountability for problems Concerns violations of group norms or expectations Keys to Negotiating Cross-Culturally Cross-Culturally Choose a representative with an Choose appropriate level of power and status appropriate Understand the network of relationships Provide face-saving mechanisms Understand how and when to show Understand respect respect Understand the communication style Understand how integrative bargaining is Understand viewed in the culture viewed ...
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