Negotiation & Conflict: Tools for resolving conflict at work

CONFLICT RESOLUTION PROJECT PAPER RUBRIC (Week 5)

Does the paper: Describe the conflict/issue? Identify the source/ triggers of the conflict? Perform an interests analysis? Assess the negotiation style and practices of the participants? Assess power and alternatives to a negotiated agreement? Consider diversity issues at play in the conflict/issue? Describe resolution and/or solution recommendations? Writing mechanics- punctuation, grammar, spelling, sentence

structure.Evidence of research- scholarly journals, texts as well as properly

cited and referenced in APA format. Organization of paper- well-structured introduction, body, summary

and recommendations. Logical and smooth progression of ideas.

Not all conflict is bad.Identifies strengths and weaknesses.Creates competitiveness, which can increase

productivity.Identifies alternatives for resolution and

improvement.Identifies new opportunities.Promotes growth.Promotes critical thinking.

Responses to conflictAvoidance.Accommodation.Competition.Compromise.Collaborative.

Two approachesPositional – demands, needs, & wants of one

party.Interest-based – values, wants, & goals of

each party.

Preventing ConflictProviding meaningful work.Pay and benefits.Safety.Redress.Tolerance and respect.Clear expectations.Communication.Resources – training, equipment, time, et

cetera.

TriggersRole identification – are we working toward

the same ends? Working at cross-purposes? (Marketing v. Production v. Delivery)

Information – Johari WindowRelationships – interpersonal, stereotypes,

diversity.Values – importance of work v. family.Structures – power imbalances, silos, &

dumping.

Bumps, Bruises, & Head bangersBumps – disagree, but maintain normal

relationship. Ordinarily no immediate action required by Mgt.

Bruises – evolving conflict that involves some sort of intervention before it escalates and damages relationships. Requires preventative action by Mgt.

Head bangers – the battle is on. Requires immediate attention.

Rights Based Approach to ConflictLaws & Regulations (EEOC, FMLA, FLSA, et

cetera).Company policies and procedures.Contracts and Labor Agreements.Competitive design.

Interest Based ApproachFocus on needs, values, & wants of each

party.Acknowledges demands, but looks for true

interests.Tries to understand the “Why” of a dispute.Collaborative design.

Distributive v. IntegrativeDistributive –adversarial bargaining. Only so

many apples; every apple you get, I get one less.

Integrative – interest based. Apple sauce.

VariablesImportance of outcome v. the importance of

relationships.

CommunicationNonverbal – body language, facial

expressions, and gestures.Verbal – words we use.Para-verbal – how we say things, pitch,

speed, tone, and inflections.

ListeningNot hearing – inattentiveness.Hearing content – literal message.Hearing feeling – emotions, passion.Therapeutic listening – help others gain

insight into their patterns of thought and behavior. Paraphrasing and empathetic responses.

Communication ContinuaSolution Giving---------------------Problem Inquiry( Don’t worry about it) (What is going on?)Superiority--------------------------Equality(I told you so) (We can work it out)Ignore Feelings----------------------Empathy(Oh, stop it!) (I feel XXXX, when XXXX)Absolute------------------------------Conditional(Never, always, absolutely) (Maybe, perhaps, not

sure)Evaluate-------------------------------Descriptive(Too many meetings) (Meeting at 9:00 AM)

Supportive ConfrontationID problem ownership.Research & Reflect.Select alternative (3 alternatives rule).

Change your attitude, change your environment, or confront the conflict.

Rehearse.Meet to resolve.Follow through and follow up.

“I “Messages1. Engage in conversation and not a sell job.2. Eliminate anger.3. Use I messages. I messages are used to

disclose to the other person how you honestly feel about something. “I feel XXXX when you XXXX.”

Integrative NegotiationProblem solving.Mutual benefits.Interest-based.Recognizes that the most wise, efficient, and

durable agreements depend on open communication among cooperating, trusting parties who explore alternatives for mutual gains while preserving relationships.

BATNABest Alternative To a Negotiated Agreement

(BATNA).To what do you aspire (best outcome)?What would make you content (satisfies your

basic need).What could you live with (acceptable).

Causes of ImpasseA party’s needs and interests have not been met

at the appropriate level or depth.A party has made a take-it-or-leave-it statement

and does not want to lose face.No agreement on defining the problem.Parties are stuck on two proposals, one each

advocated by the parties.A party does not want to take responsibility for a

proposed agreement.A party does not believe the proposal is

achievable.A party is stubborn, overwhelmed, or fearful.

Achieving Consensus1. Communicate the problem & agree on a

problem statement.2. Allow all to express views.3. Brainstorm solutions.4. Narrow list of proposed solutions. (feasible,

legal, and ethical)5. Select a solution.6. Develop an implementation strategy.7. Evaluate.8. Celebrate when the problem is solved.

Assertive ConfrontationDescribe Behavior.Explain the Impact.State the Desired Change.Empathize if you can.Invite Options for Resolution.Choose a Consequence.Check for Understanding and Compliance.

Opportunistic EmployeeFails to take responsibility for unsatisfactory

behavior.Resents & resists authority.Shifts blame.Presses to gain every advantage.Concocts theories and stories to explain why

he is being treated “unfairly.”Engages in manipulative behaviors to escape

or avoid consequences.Threatens legal action.

Managing the Opportunistic EmployeeDon’t hire! “No amount of training can make up for a

bad hire.” Job task analysis, SKAs, references, et cetera.Probationary period.Know your policies, procedures, & disciplinary rules.Prepare for the long haul. Lengthy process. Assertive

confrontation.Document behaviors, bring unacceptable behaviors to

the person’s attention and praise good behaviors.Keep your cool. Be professional and dispassionate.Do not try to be the person’s friend. When you

discipline, it will seem like you betrayed your friend and only make matters worse.

Written performance improvement plan.