prentice hall ©2007 pearson education, inc. upper saddle river, nj 07458 conflict management a...

PRENTICE HALL ©2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation StrategiesBy Barbara A. Budjac Corvette

Conflict Management Conflict Management

Instructor: Erlan Bakiev, Ph. D. Instructor: Erlan Bakiev, Ph. D.



Chapter 9Chapter 9Understanding the Understanding the

Importance Importance of Perception in of Perception in

NegotiationNegotiation



The process of selecting, organizing, The process of selecting, organizing, and interpreting stimuli.and interpreting stimuli.

PerceptionPerception



Everyone Does Not See the Everyone Does Not See the Same Same

Personality affects perception.Personality affects perception. Culture affects perception.Culture affects perception. Attitude affects perception.Attitude affects perception. Context affects perception.Context affects perception.



We perceive everything and We perceive everything and everyone everyday.everyone everyday.

Person perception is the most Person perception is the most complex.complex.

Perception affects all that we do.Perception affects all that we do.



We create cognitive structures to We create cognitive structures to organize what we perceive.organize what we perceive.

The structure may be thought of as a The structure may be thought of as a file cabinet.file cabinet.

Extroverts use fixed cabinets.Extroverts use fixed cabinets. Introverts use abstract cabinets.Introverts use abstract cabinets.



Sensors and Intuitors Sensors and Intuitors Perceive DifferentlyPerceive Differently

Sensors seek validity in things that Sensors seek validity in things that can be verified by physical senses.can be verified by physical senses.

Intuitors seek the unusual and Intuitors seek the unusual and creative and see validity in things creative and see validity in things consistent conceptually.consistent conceptually.

Sensors organize stimuli according to Sensors organize stimuli according to experience.experience.

Intuitors organize according to Intuitors organize according to conceptual relationships.conceptual relationships.



We Attribute Psychological We Attribute Psychological Processes to OthersProcesses to Others

We view people as causal agents.We view people as causal agents. We infer intentions and attitudes of We infer intentions and attitudes of

others.others. We expect experience to repeat.We expect experience to repeat. We make judgments about the We make judgments about the

purpose of otherspurpose of others’’ behavior. behavior. We assess blame and culpability.We assess blame and culpability. We assess validity.We assess validity.



We tend to assume that others are We tend to assume that others are like us.like us.

We tend to think others perceive as We tend to think others perceive as we do.we do.

We tend to think others think like we We tend to think others think like we do.do.



Attribution TheoryAttribution Theory

We evaluate validity of messages to We evaluate validity of messages to acquire valid attitudes.acquire valid attitudes.

We attribute cause for We attribute cause for communication.communication.

Cause may be attributed to external Cause may be attributed to external or internal sources.or internal sources.



In assessing or attributing cause, we In assessing or attributing cause, we assess three things:assess three things:

ConsistencyConsistency

ConsensusConsensus

DistinctivenessDistinctiveness



Consistency–whether the behavior Consistency–whether the behavior or communication is consistent with or communication is consistent with prior experience with THAT prior experience with THAT individual in similar situations.individual in similar situations.

Consensus–whether the behavior Consensus–whether the behavior agrees with that of OTHERS in agrees with that of OTHERS in similar circumstances.similar circumstances.

Distinctiveness–whether the Distinctiveness–whether the behavior is different from prior behavior is different from prior experience generally with THAT experience generally with THAT individual.individual.



Decision TreeDecision Tree

Consistent? No. Attribute to external Consistent? No. Attribute to external causes.causes.

Consistent? Yes. Check Consensus.Consistent? Yes. Check Consensus. Consensus? Yes. Attribute to external Consensus? Yes. Attribute to external

causes.causes. Consensus? No. Check Distinctiveness.Consensus? No. Check Distinctiveness. Distinctive? Yes. Attribute to particular Distinctive? Yes. Attribute to particular

external causes and internal causes.external causes and internal causes. Distinctive? No. Attribute to internal Distinctive? No. Attribute to internal

causes.causes.



External/Internal CausesExternal/Internal Causes

We afford greater validity to behavior We afford greater validity to behavior attributed to external causes.attributed to external causes.

We do not hold others responsible We do not hold others responsible when we attribute their behavior to when we attribute their behavior to external causes.external causes.

We DO hold others responsible when We DO hold others responsible when we attribute their behavior to internal we attribute their behavior to internal causes.causes.

Our biases and prejudices are Our biases and prejudices are activated in our attribution process.activated in our attribution process.



Fundamental ErrorFundamental Error

The fundamental attributional error The fundamental attributional error made by all is to tend toward made by all is to tend toward attributing behavior to internal attributing behavior to internal causes.causes.

The error accounts in part for our The error accounts in part for our tendency not to believe others.tendency not to believe others.

We do not make that error in We do not make that error in assessing our own behavior. We assessing our own behavior. We have a self-serving bias.have a self-serving bias.



Attribution in Attribution in NegotiationNegotiation

This unconscious process impacts This unconscious process impacts negotiation in at least three ways:negotiation in at least three ways:

It influences whether or not we see a It influences whether or not we see a conflict.conflict.

It influences our choice of conflict It influences our choice of conflict strategy. strategy.

It influences our assessment of It influences our assessment of potential outcomes.potential outcomes.

prentice hall ©2007 pearson education, inc. upper saddle river, nj 07458 conflict management a...

Documents