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Chapter

MGCR 222 Chapter Notes -Negotiation, Collectivism, Caving


Department
Management Core
Course Code
MGCR 222
Professor
Ruthanne Huising

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Coursepack: Conflict Management and Negotiation
CONFLICT:
Managerial Grid:
Five courses of action during conflict:
1) competition (intimidation)
2) compromise
3) collaboration (win-win)
4) avoidance (stalemate)
5) accommodation (capitulation)
Types of Conflict:
- relationship (not related to work)
o personality conflict
o can be latent conflict most people
avoid conflict
o higher levels of trust early on help lower relationship conflict
o negatively affects team performance and team satisfaction
- task (about the work)
o depersonalized
o can improve the functioning of teams by forcing people to rethink problems
o negatively affects team performance and team satisfaction
- *early negative feedback about performance leads to increased relationship and task conflict
- process (about strategy, delegation of duties and resources)
o can be small issues (ex. Punctuality)
Resolving Conflict:
- don’t try to eliminate or suppress conflict; transform from unhealthy to healthy conflict
1) form common goal or shared vision
a. develops something members can agree on
b. to the extent that parties in conflict can agree on higher-order goals, conflict is reduced
and people are more cooperative
i. might even be united by a common enemy
2) Focus on content not style
a. Task/process conflict and turn into relationship conflict
b. Be aware of the disputing style you are using
i. Interest-based task based, focused on benefiting both parties interests
ii. Rights-based arguments based on rights
iii. Power based threats and intimidation
3) Model the behavior you want to elicit
- conflicts can escalate quickly, try to stop it early on
o Model behaviour
Power of contagion & reciprocity people behave in ways that are similar
o Use reinforcement
Reward good behavior (verbal or nonverbal)
o Do not react to behaviors that you want to extinguish
4) separate the people from the problem
3 Modalities:
- seating position sit/stand next to each other as opposed to facing each other
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- language use more we pronouns, not I pronouns
- voice allow other party to speak; listen to them
5) focus on the future not past
- can disagree on past, focus on working towards the future
6) assign work based on expertise, not convenience
stay focused on your interests and factors that can be implemented during conflict
o ex. Be clear what you want from team member (ex. Don’t be late)
o communicate the reasoning behind your decision
Negotiation: a mixed-motive enterprise
Conflict usually involves:
- negative emotions
- misunderstanding/miscommunication
- factors not related to economic concerns
conflict is relational
negotiation is transactional goal-directed, interdependent
- neither party can unilaterally assert their will (assert will without others cooperation)
- communication and influence tool
- builds relationships and trust
- aim for win-win, not lose-lose outcomes
o more that 80% of CEOs leave money on the table
SKILLS FOR NEGOTIATION:
1) Creating value (integrative negotiation)
2) Claiming value (distributive negotiation)
Benefits of negotiation:
- Economic salary, fringe benefits
- Social interpersonal goals, relationships, teamwork, peace of mind
Balancing Mixed Motives
- negotiation = decision-making process
- multiple parties make mutual agree about resource allocation
- Two motives:
o Cooperation (creating value) want to work together
o Competition (claiming value) want to further personal interest
Negotiation Styles:
Two extremes:
- too-soft cooperation motive focused
o immediately caving in
o first person to make concession
o revealing too much info to please the other party
- too-tough competition motive focused
o never revealing any info
o always asking for more after each offer
o threatening to walk out
- *have to cooperate without losing sight of your own interests and goals -BALANCE
HOW TO BALANCE NEGOTIATION STYLES: TWO STRATEGIES
- expanding the pie (make win-win)
- slicing the pie (power in negotiation)
o engage in opportunistic negotiations, not just obligatory
- Tendency to negotiate
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