1 / 12

Conflict Management

Conflict Management . Instructor: Erlan Bakiev, Ph. D. Chapter 4 Negotiation Style. Negotiation Style. Avoidance Adversarial/Competitive Accommodating/Compromising Cooperative/Collaborative. Personality and Habitual Style.

charityd
Download Presentation

Conflict Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Conflict Management Instructor: Erlan Bakiev, Ph. D.

  2. Chapter 4Negotiation Style

  3. Negotiation Style • Avoidance • Adversarial/Competitive • Accommodating/Compromising • Cooperative/Collaborative

  4. Personality and Habitual Style • High external locus of control and low assertiveness may drive an avoidance style. • Negative attitude toward conflict, high competitiveness, high need for achievement, high Mach, and low emotional stability may foster a competitive style. • High internal locus of control and high need for affiliation may foster a compromising style. • High internal locus of control, feeling preference, Type B, high emotional stability, high need for social power, and high need for achievement may foster a collaborative style.

  5. What Style Creates • Avoiding may sustain positive outcomes but permits escalating negative outcomes. • Competing creates a win/lose game. • Compromising gives up something. • Collaborating creates win/win.

  6. Distributive Versus Integrative Negotiation • Distributive negotiation presumes limited resources and limited options. • Integrative negotiation seeks resources and options. • Distributing is competitive. • Integrating is collaborative.

  7. Analyzing Your Self-Assessment • One consistent style across all persons and situations may reflect habit rather than appropriate choice of style. • Differing styles among persons and situations may reflect appropriate choice of style or differing needs and goals.

  8. When Avoiding Is Appropriate • Tempers are HOT. • Critical information is lacking. • There is inadequate time at the moment to address the matter effectively. • The matter in dispute is unimportant. • The relationship is much more important than the matter in dispute.

  9. When Competing Is Appropriate • There is an emergency and you are in a position to save yourself and others. • You possess special knowledge or authority. • There are no other options and you cannot be hurt by the other party.

  10. When Collaborating Is Appropriate ALMOST ALWAYS

  11. The Contingency Approach • Choice of negotiation style impacted by many factors including context, situation, facts, and people involved. • Intelligent diagnosis and assessment are necessary for making an effective choice.

  12. Be Flexible • A contingency approach means being flexible. • Expect the unexpected. • Know how to adapt to changes in the mix. • Know how your personality affects your flexibility. Judgers typically find adaptability more difficult than do perceivers.

More Related