Conflict resolution process processes that increase

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Conflict Resolution Process Processes that increase the likelihood of impasse: The atmosphere is charged with anger, frustration and resentment Channels of communication are closed or constrained Original issues have become blurred and ill defined Parties tend to perceive great differences in their respective positions As anger and tension increase, parties become locked in their initial positions Those on the same side view each other favorably. 17-7
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Characteristics of the Parties How one defines one s self Comparing one s self to others Perceptions of power Revenge and anger Conflict management styles 17-8
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Characteristics of the Parties How one defines one s self Identity – Who am I? Conflict occurs when people s identities are threatened Comparing one s self to others Characterization – Who are they? Blame others when things go wrong, take credit for successes Perceptions of power A negotiator may bargain tough because they believe they can effectively exercise coercive power 17-9
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Characteristics of the Parties Revenge and anger To correct injustice To stand up and express one s self-worth To deter future occurrences of undesirable behaviors Conflict management styles Parties often avoid conflict in creative ways : Aggressive avoidance—intimidate others to keep them away Passive avoidance—try to ignore the other Passive aggressive avoidance—blame the other party and walk away 17-10
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Characteristics of the Parties Conflict management styles (cont.) Avoidance by claiming hopelessness — What s the use …? Avoidance through surrogates — use a surrogate to take the other on Avoidance through denial — make believe it isn t there Avoidance through premature problem solving — I fixed everything. Avoidance by folding — We ll do it your way; now can we talk about something else? 17-11
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