Textbook Notes (363,121)
Canada (158,212)
MGCR 222 (39)

Conflict and negotiation

5 Pages
Unlock Document

McGill University
Management Core
MGCR 222
Ruthanne Huising

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 - 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 o people from individualistic, egalitarian culture vs collectivistic, hierarchal o gender Creating Value: Integrative negotiation Integrative negotiation  leveraging interest to improve outcomes of both parties - not zero-sum/fized sum negotiation, not just compromising o make both parties better off with the deal - less than 4% of managers make win-win outcomes o lose-lose = 20% of the time o ITS EASIER TO EXPAND THE PIE THAN TO GET OTHER PERSON TO GIVE YOU MORE Separate positions from interests: - interests motivate people (reason for decision)  determines their position (their decision) o reason behind why people negotiate - interests: o security o economic well-being o sense of belonging o recognition o control over one’s life - try to understand other party’s interest - although positions will be opposed, interests don’t have to be o fixed-pie perception = other party’s interests are opposed to yours  creates the smallest pies Prioritize and weight the issues: - win-win situations only possible when theres more than one factor to negotiate o before negotiating, prioritize your issues: what is most ben
More Less

Related notes for MGCR 222

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.