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Negotiating and Resolving Conflict

Learn effective conflict resolution strategies through negotiation techniques. Understand the importance of separating people from problems, focusing on interests, inventing options for mutual gain, and using objective criteria. Enhance your negotiation skills and improve relationships in various scenarios.

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Negotiating and Resolving Conflict

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  1. Negotiating and Resolving Conflict

  2. How often do you negotiate? • Often • Seldom • Never

  3. How often do you negotiate? • In a research study of university students, the following question was posed to participants – often, seldom or never? • Over 36% of the respondents answered “Seldom” or “Never” (Stark & Flaherty, 2002)

  4. Definitions of conflict • “A conflict exists whenever incompatible activities occur.” (Deutsch) • “Conflict occurs when two or more people differ and at least one of them think it matters.” (Conbere & Heorhiadi)

  5. Conflict Escalation Conflict Constructive Underground

  6. Conflict and Negotiations • Don’t bargain over positions • Instead – change the game: • Separate the people from the problem • Focus on interests, not positions • Invent options for mutual gain • Insist on using objective criteria

  7. 1. Separate people from problems • Be soft on the people, hard on the problem • Yield to principle, not pressure • Every negotiator wants to reach agreement that satisfies his substantive interests

  8. 2.Focus on interests-not positions • Positions are what one demands, asks for, or indicates in any other way that one wants • Interests are the needs or desires that lead to, or inform, one’s position • To reach a WIN-WIN resolution of each party’s interests must be met

  9. Types of Interests • Procedural – concern for the nature of the problem solving process (e.g., need for fair process) • Psychological – concern for self (e.g., respect, physical or emotional safety) • Substantive – concern for the issue itself

  10. Exercise: Positions & Interests • Divide into teams of two • What are examples of positions and interests in conflicts in which you have been involved?

  11. 3. Invent options for mutual gain • Impossible to split the pie so that everyone is satisfied • Expand the pie first – then divide it • Identify shared interests • Be innovative in the solution • Create options • Try brainstorming

  12. Exercise: Generate Options

  13. 4. Use objective criteria • Negotiate on the basis of objective criteria, not what the other party demands • Standards, market value, replacement costs, etc. • Be open to reason, closed to threats • Yield to principle, not pressure

  14. Exercise: Conflict Steps • Divide into teams • Identify a recent conflict • Walk through each of the four conflict resolution steps for this event

  15. Develop BATNA • Best alternative to a negotiated agreement (BATNA) – what you will do if there is no negotiated agreement • Invent list of actions you might take • Improve and convert ideas to practical alternatives • Select the one alternative that seems best

  16. R E L A T I O N S H I P Accommodate Collaborate Compromise Avoid Control TASK Conflict Styles

  17. Exercise: Conflict Styles Goal: Negotiate about working on Saturday Rules: • Accommodator & Controller • Controller is the boss, wants other to work on Saturday • Accommodator promised souse to be home on Saturday, which is the spouse’s birthday. Plans have been made and cannot be changed. • Pretend this is important

  18. “Plays well with others” • What if they don’t play nicely? • Jujitsu – turn them away from positions and towards the merits • How can you do this? • ….. • ….

  19. Turning the tables • Don’t attack their position. Look behind it. • Don’t defend your ideas. Invite advice. • Recast an attack on you as an attack on the problem. • Ask questions and pause. • Use silence as a weapon.

  20. Exercise: Redirect • You are in a heated argument with a colleague who attacks your idea for a new product. • The attack gets personal. • How should you respond? • If the attack is from your boss, how should you respond?

  21. Critical Elements • Time • Information • Power • Reward – give benefit • Coerce – punish • Expert – knowledge • Legitimate – prescribe behavior • Referent – attract options

  22. The Negotiation Table • Prepare: • Set goals • Collect information • Construct agenda • Identify initial BATNA • Deliver core message

  23. At the Negotiation Table • Interests – Identify yours and the other’s • Options – what are the possible options open to you and the other? • Objective Criteria – What objective data will you use to assess whether or not options are acceptable? • Alternatives to Agreement – If you cannot reach an agreement, what are all the possibilities? (continue to develop BATNA)

  24. Deciphering the Conflict

  25. Relationships vs. Tasks • Task conflict – how to do it best • Relationship conflict – about feelings • Much easer to negotiate at the task level!

  26. Critical Elements of Negotiation • Time: The value of an agreement is reduced by the amount of time and effort that is invested in reaching that agreement • Information: The side with the most and the best information usually receives the best outcome in a negotiation • Power: Ability to influence people or situations

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