MGCR 222 Chapter Notes -Negotiation, Collectivism, Caving

• School: McGill University
• Department: Management Core
• Course: MGCR 222
• Professor: Ruthanne Huising

Document Summary

Five courses of action during conflict: competition (intimidation, compromise, collaboration (win-win, avoidance (stalemate, accommodation (capitulation) *early negative feedback about performance leads to increased relationship and task conflict. Process (about strategy, delegation of duties and resources: can be small issues (ex. Power of contagion & reciprocity people behave in ways that are similar: use reinforcement. Reward good behavior (verbal or nonverbal: do not react to behaviors that you want to extinguish, separate the people from the problem. Be clear what you want from team member (ex. Don"t be late: communicate the reasoning behind your decision. Misunderstanding/miscommunication factors not related to economic concerns conflict is relational negotiation is transactional goal-directed, interdependent communication and influence tool. Neither party can unilaterally assert their will (assert will without others cooperation) Builds relationships and trust aim for win-win, not lose-lose outcomes: more that 80% of ceos leave money on the table. Skills for negotiation: creating value (integrative negotiation, claiming value (distributive negotiation)