What is conflict negotiationCommunication designed to anticipate,

contain, and resolve disputes so that the parties reach mutually acceptable solutions.

5 key componentsThe parties involvedThe interests involvedThe relationship between the partiesThe interactions throughout the processThe results achieved

Alternative dispute resolutionNegotiation: voluntary, parties control the

process.Mediation: neutral third party helps reach

voluntary agreement.Arbitration: Generally non voluntary, parties

have least control of the process.

Understand the conflict & assess:Your own beliefs, attitudes, and responses to

conflict.The nature of the conflict at hand.Your personal investment in the ouctome.

Identify your negotiation styleCollaborativeCompetitiveCompromisingAccommodatingAvoiding

Collaborative Interest and relationship driven.Appropriate when the concerns of both sides

are too important to be compromised.Requires much time and energy.

Competitive Interest driven.Most appropriate when quick decisive action

is vital, unpopular course of action is needed, and more collaborative approaches have show your opponents are likely to take advantage of your noncompetitive behavior.

Compromising Both interest and relationship driven.Attempt at trying to find mutually acceptable

solution.Most appropriate when you are on equal

footing with your opponents and strongly committed to mutually exclusive objectives.

Accommodating Relationship driven.Most appropriate when the issue at hand is of

low importance and goodwill is more desirable.

AvoidanceYou neither address the interests of yourself

or the other party.Most appropriate when there are trivial

issues;Potential harm in facing the issue outweighs

the benefits; and/orYou have little or no power to attain desired

results.

Distributive negotiationParties view the potential outcome as limited

to a fixed pie with only so many slices that may distributed. A win for one party is a loss for the other.

Integrative negotiationParties educate each other about their needs

and engage in problem solving to reach a resolution that will integrate their needs.

BATNABest Alternative to a Negotiated Agreement

To what do you aspire?What would make you content?What could you live with?

Interests v. DemandsStated – usually in the form of a demand.Patent – not necessarily stated as a demand

but discernable from the circumstances.Latent – hidden and must be flushed out.

Transaction costsMoneyTimeReputationLoss of productivityStressLoss of free timeLoss of good willDamage to relationships

Transaction costsWhat I achieve (settlement or judgment)

minus transaction costs equal outcome.As each side’s transaction cost increase, their

interests start to move toward each other.Find a way to move your interests toward

each other without raising the transaction costs.

Conflict resolution through supportive confrontationIdentify problem ownership.Research and reflect.Select alternative.Rehearse.Meet to resolve conflict.Follow-up and follow through.

Identify problem ownershipMeasure actual behaviors against acceptable

and unacceptable behaviors.Personal standards.Policy and procedures.Rights.Norms.Laws.

Research and reflectIs the problem real or imagined?Underlying reason for behavior?Behavior causing the problem?Motivations for behavior?

Select alternative

Three alternatives rule:Change your attitude – move the behavior

from your unacceptable window into the acceptable arena.

Change your environment – remove yourself from offending behavior.

Confront the person about the offending behavior – awareness and persuasion.

Rehearse Before confronting the person, rehearse.Practice talking and listening skills.Experience possible emotional reactions.

Meet to resolve the conflictSchedule mutually convenient time.Awareness of the problem in a supportive

atmosphere.Resolve the problem.

Follow through and follow-upTurn short term into long term solutions.