effective public management skills negotiation and conflict resolution foundation skills and...
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EFFECTIVE PUBLIC MANAGEMENT SKILLS
NEGOTIATION AND CONFLICT RESOLUTIONFOUNDATION SKILLS AND ADVANCED PROCESSES
Robert Alan Bush
Reference: Lewicki, et. al. (2003) Essentials of Negotiation. Boston, McGraw-Hill.
Learning ObjectivesBy the end of this session you well be able to:
Describe key factors of the negotiation situation, the strategy options, actions and styles of the negotiation process
Understand the use of leverage
Consider differences in cultural styles
Adapt universal concepts to the Brunei situation
Part One - Universal Aspects of the Negotiation Situation LEVELS
Can be at interpersonal, inter-group or inter organizational levels
CONFLICTThere is a conflict of interest
INFLUENCEPeople negotiate because they believe they can influence an outcome
AGREEMENTPeople prefer to get an agreement rather than fight. Occurs when fixed sets of procedures have broken down or do not exist
Universal Aspects of the Negotiation Situation
GIVE AND TAKE PROCESSIn any negotiation there you can expect to give away something and to gain something. This is the nature of the process
INTANGIBLE AND TANGIBLEThere are intangible aspects (psychological) like needing to save face, dealing with the fear of something different, showing you have achieved good.There are the tangible aspects – the upfront aspects
Universal Aspects of the Negotiation Process Inter-dependency
Both parties need each other Goal interdependency – win lose, win win Best Alternative To a Negotiated Agreement (ref Fisher
et al 1991) as a source of power Mutual Adjustment
Needing to recognize that a settlement will mean making adjustments afterwards and planning for these
Value Creation Differences in Interests, opinions, risk aversion, timing
Conflict Needs to be managed (see later session)
So When should you not negotiate?
When it looks like you will lose everything – do something else
When you have no room to move – raise the stakes instead
When the demands are unethical – its illegal
If you have no stake in the outcome When waiting might improve your position When you are not prepared well
Part Two - Strategy
Strategizing and planning a negotiation is what you do before you begin negotiating
It involves several steps
Strategizing - Step One
SETTING GOALS Deal with the substantive issues first
(those to be stated in the negotiation)
Deal with these through goals, goal priorities and multi-goal packages
Address procedural concerns
Step One
Address both tangible and intangible goals
Tangible – e.g. price of something
Intangible – e.g. Defending a principle, saving face, ensuring cultural integrity
Step OneGoals Effect Strategy
What you will be happy with after the negotiation effects how the negotiation is run.
Know the difference between a wish and a goal Recognize that our goals are often linked to the other
parties goals in some way. This defines the issues to be settled
There will be limits beyond which you will not negotiate
Goals have to be concrete and specific to be of use.
Step Two – Strategic Options
Savage et. al. (1989) Academy of management 3 (1) 37-48 suggest two basic concerns determine strategy.
How much concern is there to achieve substantive outcomes?
How much concern is there for the current and future relationship with the other party?
Step Three – Framing the Problem
“People walk into a room and see the same thing in quite different ways.”
“One persons hero is another persons loser.”
“Disputes are open to different interpretations.”
Different strategies define different frames
Think about what these strategies imply for framing:
Competition Collaboration Accommodation
HINT THINK….Goal, relationships, motivation, key attitude, remedy for breakdown
TYPES OF FRAMES
What the negotiators focus on and how they justify things:
Substantive frame Aspiration frame Conflict management process frame Identity frame Risk (loss gain) frame
Other Frames
The Interests Rights power frame
Interests – want the needs, wants desires are
Rights - What it is legitimate to have Power - Imposing types of power over
others like economic power, withdrawal of labor, denial of expertese
Other framesFrames change as the negotiation proceeds
and conflict rises and falls
“Naming, blaming claming”
Naming occurs when the problem get defined
Blaming occurs when how the problem that occurred get defined
Claming occurs when some type of action is taken
Using Framing in Negotiation
You can use framing to undertsnad and work out how to proceed in an a negotiation
“we are looking at this this way and we believe you are looking at this that way, so how can we find some common ground.”
The Negotiation Process
1. Define the issues2. Assembling the issues and defining the
bargaining mix3. Defining your interests4. Knowing your limits and alternatives5. Setting targets and openings6. Assessing your constituents7. Assessing the other party (Resources,
interests, needs, reputation, alternatives, targets, openings, authority, startegy)
Continue……
8. What strategy do I want to pursue9. How I will present the issues to the
other party10. What protocols are needed
Session TWO - Leverage
Definition
The tools negotiators use to give themselves advantage and increase
the probability of achieving their goals
LeverageLeverage is usually understood as power and
influence. There are two basic situations within which leverage is applied:
Where the negotiator believes they have less leverage than the other party
Where the negotiator believes they have more leverage than the other party
The tactics used depend upon theses starting positions
Leverage with more or less power
In the less power situation the negotiator uses power tactics to gain a more level playing field
In the more power situation the negotiator uses power tactics to stress differences to their own advantage
Example using Interests, Rights and Power Tactics
Often used when the other party is reluctant to negotiate
Focus of Interests – used to achieve an working relationship to achieve mutual goals
Focus on Rights – Used when resolution is sought through drawing up rules, standards, laws and ideas of fairness
Focus on Power – Focus on this when you are trying to get concessions from the other party
How do Negotiators acquire Power?
Control of/possession of information and expertise –
to get concessions build up shared information
Expertise requires respect for accomplishments, mastery over some aspect of knowledge, it’s a special form of information
How do Negotiators acquire Power?
Power based on control over resources like:
Money Supply line Human capital Time Equipment Interpersonal support
How do Negotiators acquire Power?
Power based on position
This is power based on a legitimate position and is not necessarily based upon likeing by others
It may be acquired in a variety of ways _ inheritance for example
How do Negotiators acquire Power?
Location in a Network of relationships.
Both formal and informal. Often the inforaml can be very powerful
“five steps to power”
Example. If you were askedto get the former prime minister of Malaysia to come and give a talk who would you go thru to get him here
Managing power thru messaging
The use of information and the style and quality of messages sent by a negotiator and the way these are received will change perception about what is important
There are large individual differences in ability to do this – can you be trained for it?
Managing power thru messaging
The Petty and Caioppo Two Path Model
Central Route – to integrate the message into the already existing cognitive structure ( thoughts) of the receiver
Peripheral Route – use of subtle cues and context that is less cognitive
INOCULATION
ALWAYS DO TWO THINGS
DEVELOP THE ARGUMENTS FOR YOUR CASE
DEVELOP THE AGRUEMNTS AGAINST YOUR CASE SO YOU KNOW WHAT YOU ARE UOP AGAINST
What is the cause of conflict
Different needs/wants of the parties
Misunderstanding
Other Intangible factors ( personalities)
Any others????????????????
Defining Conflict
Lewicki (2003)
“sharp disagreement or opposition as of interest, ideas, etc that includes PERVIEVED divergence of interests, belief, aspiration, at can’t be achieved simultaneously”
Not conflict may be different to aggression or inappropriate cultural behavior
List of dysfunctional conflict reasons Parties believe they must compete becsue
they are different Conflict distorts perception and bias Things get uncomfortable emotional Communication decreases Issues get blurred Communication get ridged Differences magnified, similarites
diminished Conflict escalates
List of functional aspects of conflict
Discussing conflict increases peoles ability to cope
Conflict promises organisational change and adaptation
Conflict can strengthen relationships Can enhance personal development Can be stimulating and Fun???????
Conflict Management
Focus of research in recent years as been on the personal style of good resolutions – what works, what’s easy and hard to resolve
A two dimensional framework has been used to understand good conflict resolution SEE DIAGRAM – “the dual concerns model”
The Five Strategies of Conflict Resolution – Each has its advantages and disadvantages
1. Contending – Threats , punishment, intimidation, domination with no concern for other party
2. Yielding – supporting others outcomes, even helping them achieve them
3. Inaction – people just withdraw4. Problem solving – mixed concern over
outcomes5. Compromising – conflict management
strategy requiring both parties to give and take something
Managing very difficult negotiations
What are difficult situations to negotiate
Charged atmosphere with anger, mistrust hostility
Communication closed off Issues are blurred Negotiators have become identified with
some of the issues Parties perceive great differences Anger increases and parties lock down
Types of basic responses Cognitive - very difficult
Emotional - easier (trust building)
Behavioral – looking at what parties will do in the future and how to remove the problem of conflict in the future by setting up better ways to resolve issues
Strategy One – Reducing tension and synchronizing De-escalation
Separating the parties
Tension release
Acknowledging the the others feeling
Osgoods ‘graduated and reciprocal initiatives in tensions reduction’
Osgood’s model
1. Agree to make a public statement about a small concession on both sides that:
1. Says what the concession is2. That is part of a strategy to reduce
tension3. The other side is invited to do the some4. States the timing of the concession5. Will be done whatever happens
Strategy Two – Improving accuracy in Communication
Role reversal
Imagining exercises
Reframing words
Strategy Three – Controlling as a conflict Resolution Tactic
Reducing the number of parties at the table
Reducing the number of issues to be discussed
Stating issues in concrete terms NOT principles
Restricting procedural steps Breaking down big issues Depersonalizing
Strategy Four – Building up good communication
Superordinate goals Looking for common ground Search for consensus on expectations Changing time management Reforming each parties view of the other Build an integrity framework (time
consuming) Trust building, sematic change Generate creative alternatives
Strategy Five – Managing the other sides HARD Tactics (e.g.ultimatums)
Ignore them Call then on Respond in kind Offer to change to more productive
modes of doing things
CULTURE CONSIDERATION
What are key differences
Individualism/ collective
Power distance
Masculinity
Uncertainty avoidance
Risk avoidance
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