effective negotiation & conflict management skills_new1 (4)

7/28/2019 Effective Negotiation & Conflict Management Skills_New1 (4)

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CONFLICTMANAGEMENT

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What is Conflict?

It is a process that begins when we perceive that

the other person has negatively affected, or is

about to negatively affect something that we wantto achieve

It is that point in an ongoing activity when an

interaction crosses over to become an

impediment in either of the individuals achieving

their objective/s


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Organizational Conflict

The discord that ariseswhen goals, interests orvalues of different

individuals or groups arenot in sinkleading to peopleblocking or thwarting

each others effortsto achieve theirobjectives.


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Transitions in the thought process of

Conflict

Causes:

Poor communication

Lack of openness

Failure to respond toeach others needs

Traditional View of Conflict

The belief that all conflict is harmful and must beavoided.


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Transitions in the thought process of

Conflict

Human Relations View of Conflict

The belief that conflict is a natural and an inevitableoutcome in any group

Interactionist View of Conflict

The belief that conflict is not only

a positive force in a group but onethat is absolutely necessary for agroup to perform effectively


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Functional v/s Dysfunctional Conflict

Functional Conflict

Conflict that supports the goals of

the group and improves its

performance.

Dysfunctional Conflict

Conflict that hinders

group performance.


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Types of ConflictTask Conflict

Conflicts over work content, areas needing action

and intended outcomes/goals related to work

Relationship Conflict

Conflict based on interpersonal relationships

Process Conflict

Conflict over how work gets done


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Levels of Conflict

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Sources of Conflict


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Stage I:

Potential Opposition or Incompatibility

Communication

Misunderstandings and noise

Personal Variables

Differing individual value systems

Personality types

{Cont}

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Stage I:

Potential Opposition or Incompatibility

Structure

Size and specialization of jobs

Decision making clarity/ambiguity

Member/goal incompatibility

Leadership styles (autocratic or participative) Dependence/interdependence of groups

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Stage II

Cognition & Personalization

Positive FeelingsNegative Emotions

Conflict Definition

Perceived ConflictAwareness by one or more parties

of the existence of conditions that

create opportunities for conflict to

arise.

Felt ConflictEmotional involvement in a conflict

creating anxiety, tenseness,

frustration, or hostility.


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Stage III

Intentions

Cooperativeness:

Attempting to satisfy the other partysconcerns.

Assertiveness:

Attempting to satisfy ones concerns withoutobstructing others concerns.

Intentions

Decisions to act in a given way.


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Conflict Intensity Continuum


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SIX THINGS TO KEEP IN MIND

WHEN IN A CRUCIAL CONVERSATION

Start with yourselfreflect

Share your facts

Tell your story

Ask for their story (and be open to hearing it!)

Encourage dialogue by enacting mutual purpose

Talk, Talk, Talk


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DIMENSIONS OF CONFLICT

HANDLING SITUATIONS

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USE.COMPETITIONWhen quick, decisive action is vital (in

emergencies); on important issues.

Where unpopular actions need implementing (in

cost cutting, enforcing unpopular rules,discipline).

On issues vital to the organizations welfare.

When you knowyoure right.

Against people who take advantage of

noncompetitive behavior.


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USE ..COLLABORATION

To find an integrative solution when both sets of

concerns are too important to be compromised.

When your objective is to learn.

To merge insights from people with different

perspectives.

To gain commitment by incorporating concerns

into a consensus.

To work through feelings that have interfered with

a relationship.


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USE.AVOIDANCEWhen an issue is trivial, or more important issues

are pressing.

When you perceive no chance of satisfying yourconcerns.

When potential disruption outweighs the benefitsof resolution.

{Cont}


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USE.AVOIDANCETo let people cool down and regain perspective.

When gathering information supersedes

immediate decision.

When others can resolve the conflict effectively.

When issues seem tangential or symptomatic of

other issues.

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USE.ACCOMMODATION

When you find youre wrong and to allow a better

position to be heard.

To learn, and to show your reasonableness.

When issues are more important to others than to

yourself and to satisfy others and maintaincooperation.

{Cont}


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USE.ACCOMMODATION

To build social credits for later issues.

To minimize loss when outmatched and losing.

When harmony and stability are especially

important.

To allow employees to develop by learning from

mistakes.

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USECOMPROMISEWhen goals are important but not worth the effort

of potential disruption of more assertive

approaches.

When opponents with equal power are committedto mutually exclusive goals.

To achieve temporary settlements to complex

issues.

To arrive at expedient solutions under time

pressure.

As a backup when collaboration or competition is

unsuccessful.

S S O CO CT


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SKILLS FOR CONFLICT

RESOLUTION

ABILITY TO INITIATE A DIALOGUE OR

CONSTRUCTIVE CONFRONTATION

Openness rather than defensive or offensiveness

Accepting the legitimate interests or concerns ofthe opposite party

SKILLS FOR CONFLICT


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SKILLS FOR CONFLICT

RESOLUTION

LISTENING TO

The others point of view with empathy

Understanding hidden feelings and concerns

Responding with empathy, even when disagreeing

with others point of view

SKILLS FOR CONFLICT


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SKILLS FOR CONFLICT

RESOLUTION

PROBLEM SOLVING

Clarifying the problem Generating a number of feasible solutions

Deciding together on the best solution

Planning implementation of the solution

Evaluation of the solution after a period of time


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NEGOTIATIONSKILLS

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WHAT IS NEGOTIATION?

The process of making

joint decisions whenthe parties involved

have different

preferences

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BARGAINING STRATEGIES

Distributive Bargaining

Negotiation that seeks to divide up a fixed amount

of resources; a win-lose situation

Integrative Bargaining

Negotiation that seeks one or more settlementsthat can create a win-win solution

DISTRIBUTIVE VERSUS


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DISTRIBUTIVE VERSUS

INTEGRATIVE BARGAINING

STAKING OUT THE


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STAKING OUT THEBARGAINING ZONE


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SKILLS FOR EFFECTIVE

NEGOTIATIONS

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IDENTIFYING POSSIBLE


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IDENTIFYING POSSIBLE

OUTCOMES

Write down all your objectives

Put them in order of priority

Identify issues that are open to compromise

Identify those that are not


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CLASSIFYING PRIORITIES

Those that are desirable

Those that are acceptable

Those that are the minimum you/the organisation

require

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INFLUENCING SKILLSWhy do we need influencing skills?

Achieving a result that meets the legitimate needs

of both sides

Achieving long lasting results Improving the relationship of the people involved

Legitimate is the important word here.

Needs must be legitimate if influencing is to besuccessful.

For influencing to be effective it has to be

sustainable.

WHEN DOES INFLUENCING


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WHEN DOES INFLUENCING

FAIL?

The MIGHT IS RIGHT style of influencing

always fails

People can appear to agree but over time they mayshow their disagreement by leaving the workplace

A boss who forces his influence onto his work-team may only see short term gains

The relationship of trust may be destroyed and will

be hard to rebuild


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Influencing is not about Forcing your point of view on others

Nagging until they agree

Giving in to someone

Bargaining A debate

It is about

Dealing with others assertively

Speaking with knowledge and confidence

Listening to their point of view

Appreciating the differences

Showing respect

INFLUENCING SKILLS


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Assertiveness is Saying what you mean

Meaning what you say

Asking for what you want clearly

Listening to what the other person is saying

Being honest about what is relevant

Being prepared to look for a workable compromise

Being Assertive during a negotiation is the best way

to achieve a win/win outcome. Conduct your conversation

with clarity, confidence and an open mind.

ASSERTIVENESS


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WHAT IS ASSERTIVENESS?

Assertiveness is a style of communication that

greatly enhances our effectiveness with others

and produces the most positive outcomes.


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NEGOTIATIONPROCESS

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The

Negotiation

Process


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PREPARATION Know what your interests are and why you value

them

What is the issue at hand

What are the needs vs. wants Know the strengths and weaknesses of your

opposition and self

Self awareness, Personality characteristics,

Emotional intelligence

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PREPARATION See things from the other sides point of view- why

they are negotiating?-

Research the interest of the other side

What are their needs (security, autonomy, recognition)

Be aware of the unpleasant consequences for both

sides if your idea/proposal is notaccepted If you succeed who else might be affected,

harmed, advanced?

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UNDERSTANDING THE OTHER


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UNDERSTANDING THE OTHER

PARTYS INTERESTS

Consider your Opponent

Focus on Common Interests

Why would they say no?

Advance your own Objectives while Advancingtheirs

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GATHERING INFORMATION


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GATHERING INFORMATION

FOR NEGOTIATION

In any serious negotiation, information is crucial

Whoever has the most relevant information is in

the better position.

Gather information before the negotiations start.

Then gather information during the negotiations

Gather the right information, and you'll be in the

strongest position.45

TYPES OF INFORMATION IN A


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TYPES OF INFORMATION IN A

NEGOTIATION

Information you have that you are willing to give tothe other side

Information you have that you are unwilling togive to the other side

Information the other side has that they are willing

to give you

Information the other side has that they are

unwilling to give you46


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CRUCIAL INFORMATION

Deadlines

Motivations

Price

Personal information

Competition47


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Leverage is something that the other guywants. or better, needs. or best of all,simply cannot do without--Donald Trump

SETTING OBJECTIVES FOR


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THE NEGOTIATION

Objectives provide focus and direction to a

negotiation.

Knowing what you want to accomplish by the end ofthe negotiation will allow you to plan your approach,

think through what information you will need and how

to state your case.

Establishing a range of objectives will give you

flexibility as you begin your negotiation and usually

provides leeway for a successful negotiation.49



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THE NEGOTIATION

Objectives can be categorized into three different

possible outcomes.

Your minimum acceptable outcome is what youmust achieve.

Your anticipated outcome is what you expectyoull achieve.

Your ideal outcome is what youd like to achieve.50


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THE BEST ALTERNATIVE TO A NEGOTIATED

AGREEMENT (BATNA)

A well thought out BATNA gives you more power

(leverage)

Decide on:What you can comfortably walk away?

Bluffing? Dont allow desperation to be detected

in your non verbal

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DURING THE NEGOTIATION

Bring the list of your main points and a set ofquestions

Try not to interrupt; the more they reveal, the moreyoull learn

Re-state as impartially as you can as I hear it

Stay open to new information

Take notes52


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Focus on interests. Not people, not gains

Use objective criteria to make decisions and besure the other party does as well

Do not make any personal attacks

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Listen actively and reflectively

Listen also for what is not said

Learn from what the other side says

Stay open to new information

Synthesize the information you hear and use it in

your own argument54


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Be prepared to walk away if an agreement is not

reached.

Write a note or memo if contract or agreement is

required. (e.g., If I dont hearby x, will assume

that it stands)

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THE SIX STEP PROCESS State the problem/issue.

Identify real needs (interests)on both sides.

Restate the problem/issue(I think the real issue is).

Present possible solutions.

Decide on the best solution.

Reach consensus.56


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CLOSING A NEGOTIATION

Closing the negotiation certainly doesn't start at

the end of the negotiation process.

It is actually integrated throughout the entireprocess.

In the beginning you lay your foundations toensure a positive outcome.

{Cont}

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CLOSING A NEGOTIATION

Throughout the process, you assess yourself and

the other party periodically to see where you both

stand and how close you are to reaching agreement

And at the end of the process you want to ensure

you've reached and finalized that positive outcome

you'd both been aiming for.

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A WIN WIN NEGOTIATION

The true meaning of a win-win settlement is a

negotiated agreement where the agreement

reached cannot be improved further by any

discussions So your outcome cannot be improved for your

benefit, and similarly, the agreement for the other

party cannot be improved further for their benefit

either By definition, there is no value left on the table and

all creative options have been thoroughly explored

and exploited. 59


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The test of a first-rate intelligenceis the ability to hold two opposedideas in mind at the same time andstill retain the ability to function.

---F. Scott Fitzgerald60

CHARACTERISTICS OF


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CHARACTERISTICS OF

SUCCESSFUL NEGOTIATORS

Should be a good learner and observer

Should know the body language of the people at

the negotiation process

Should be open and flexible and yet firm

Exercise great patience, coolness and maturity

Should possess leadership qualities61

CHARACTERISTICS OF


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CHARACTERISTICS OF


Should radiate energy and enthusiasm and must be

in a position to empathize with his opponents

Should build trust and confidence

Should have clear cut goals and objectives.

If necessary, he should provide a face saving

formula for his counter party.

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CHARACTERISTICS OF


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CHARACTERISTICS OF


Should control emotions and not show his

weaknesses

Should be able to grasp the situation from manydimensions

Should be a patient listener

Should know how to create the momentum for the

negotiations and must know when to exit and

where to exit by closing the talks successfully63


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NEGOTIATION

PRINCIPLES

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PRINCIPLES OF NEGOTIATION

The greatest failure in negotiation is failing tonegotiate

The most important person to know in a negotiation isyourself

Everyone has power in a negotiation

Single-issue bargaining leaves both parties unsatisfied

Urgency drives decisions

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Agreement is the end; trading off is the means

Even in a collaborative environment, best results are

obtained by keeping the other party on a "need toknow" basis.

The value of something is always in the eye of the

beholder.

Success in negotiation is directly related to the amount

and kind of preparation preceding the negotiation. 66


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The ability to walk away or select anotheralternative to a negotiated agreement puts a

negotiator in a very strong position.

Even when two sides are far apart on major issues,

there are always things they can agree upon.

Meaningful negotiation involves conflicts. The

person who has a strong need to be liked, or who

tends to avoid conflict, is likely to be at a

disadvantage67

PRINCIPLED


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NEGOTIATIONS LEAD TO

Mutual trust

A positive relationship

Achievement of Shared interests (goals or

objectives)

Satisfactory zone of possible agreement

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BARRIERS TONEGOTIATION

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SELF PERCEPTION It is more important to be liked than anything else

Tend to feel more empowered to negotiate for

colleagues than for self (extension of protectingchildren)

More likely to experience work opposition asharmful to friendship

Too rule-oriented70

POWER TALK AND POWER


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ACTIONS

Disqualify assertive statements This needs to bedoneis that OK?

Automatically apologize when noting anothersdistress= admission of responsibility

Invite disagreement - You may not like this,but.

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NEGOTIATION PITFALLS Myth of the fixed pie.

Assumes that in order for you to gain, the other personmust give something up.

Non-rational escalation of conflict

Becoming committed to previously stated demands andallowing ego to get in the way

Overconfidence

Ignoring the otherpartys needs.

Too much telling and too little hearingWhen committing the telling problem, parties to anegotiation dont really make themselves understood toeach other. When committing the hearing problem, theyfail to listen sufficiently well to understand what each is

saying.72

REMEMBER


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REMEMBER Dont dwell on people or gains. Stick to the interests at

hand.

Dont close doors. Be fair. You may wish to enter intonegotiations again.

The end result should be acceptable to both parties.

Your BATNA establishes the reality of how important

the agreement is to you and what you are willing to

accept. 73

REMEMBER


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REMEMBER If you dont ask, dont expect

Negotiations with high expectations do better

The pie is almost never fixed.

Dont be afraid to offend: its only business.

Most negotiations are as much about emotion as

they are money.74

REMEMBER


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REMEMBER Pay attention to both levels of process:

Discussion of the issue about which decision

must be made

Development of a relationship that leads oftento win/win solution

Dont give too much credit to the other side

You are an asset and present from strength

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NEGOTIATION CHECKLIST

Good Practice Avoid

Actively listen

Question for clarification

Summarising

Test commitment

Seeking & giving information

Encourage two way conversation

State and plan your proposalthen summarise

Use the if ou .then well rinci le

Interrupting

Attacking

Blaming

Talking too much

Sarcasm

Threats

Taking it personally

Closed bod lan ua e


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