HR 409 – Conflict & Negotiation Management

Conflict and Negotiation Management

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The nature of Negotiation

Negotiation is something that everyone does to varying degrees.

BIG HERO 6

Negotiations

  • Sharing or dividing limited resources
  • Creation of something new
  • Collaboration
  • Mergers & Acquisitions
  • Dispute Resolution
  • Customer Service

Not Bargaining

3 bargaining

Bargaining is a competitive win-lose tactic (old school)

4 win win

Negotiation requires win-win objectives for complex situations that are mutually acceptable to all stakeholders.


Negotiation Key Terms

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Definition and Characteristics:

“The practice of recognizing and dealing with disputes in a rational, balanced and effective way. Conflict management implemented within a business environment usually involves effective communication, problem resolving abilities and good negotiating skills to restore the focus to the company’s overall goals.”

Characteristics:

  • Two or more parties
  • Conflict between needs and desires
  • We believe we can do better by negotiating
  • We should expect a “give and take” process
  • We seek agreement over
    • Openly arguing
    • Surrendering
    • Discontinuing contact permanently
    • Hiring third party mediation
  • Successful negotiation involves
    • Managing the tangibles
    • Resolving  intangibles
      • Psychological motivations

Read more: http://www.businessdictionary.com/definition/conflict-management.html#ixzz45uPi1GSP


Interdependence

Interdependence.JPG

  • Mutual need
    • Interdependent goals are highly important aspect of negotiation
    • Win-lose: I win, you lose won’t work
    • Win-win: Both sides gain
    • Win-win-win: Other stakeholders gain

race

Outcomes:

Interdependence levels and situation structure guide both processes and outcomes

  • Zero-sum or distributive
    • One Winner
  • Non-zero-sum or integrative: mutual benefit

Alternatives:

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Mutual Adjustments:

  • Mutual influence in ongoing
  • Primary change force
  • External locus of control
  • Continual adjustment

mutual adjustment.JPG

Concession making

concession making

Always two dilemmas

two dilemmas

Value Claiming and Creation

 

value creation

value creation2

Value Differences:

  • Interests
  • Visions
  • Risk
  • Time



Conflict

Conflict.JPG


Levels of Conflict

Intrapersonal / Intrapsychic

intrapersonal

Interpersonal

interpersonal


Group levels of Conflict

Intragroup

intragroup.JPG

Intergroup

intergroup


Dysfunctions

  • Competitive, win-lose goals
  • Misperception and bias
  • Emotionality
  • Decreased communication
  • Blurred issues
  • Rigid commitments
  • Magnified differences – minimized similarities
  • Escalation of conflict

Functions and benefits

  1. Organisational members are more engaged with increased coping skills via discussion.
  2. Promises organisational adaptation and change.
  3. Improves relationships and heightens morale.
  4. Promotes self awareness and empathy.
  5. Enhances personal development.
  6. Builds psychological development & improving self analysis.
  7. Can be stimulating and fun.

Dual Concerns Model

Dual concerns model.JPG

Dual concerns model2


Conflict Management

conflict management




All rights reserved http://www.slideshare.net/jonrwallace/nature-of-negotiation

 

 

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