CONFLICT AND

NEGOTIATION
Defining Conflict
Conflict is defined as “an expressed struggle between at least two
interdependent parties who perceive incompatible goals, scarce resources,
and interference from others in achieving their goals”

 Expressed struggle

 Between interdependent parties

 With perceived incompatible goals

 Perceived scarce resources

 Interference from others in achieving their goals

 Nature of Conflict
 Range: Trivial to Destructive
 It’s normal!
 “Good” conflict versus “bad” conflict
 Hinges on how people behave during the process.
Levels of Conflict
 Intrapersonal

 Interpersonal

 Intragroup

 Intergroup
 Often mediated through representatives
Levels of Conflict
Intrapersonal refers to
conflicting states that may
exist within an individual
-May not qualify as a true
conflict because there is only
one party
-Evidence suggests that one
who experiences such
conflicts may be more likely
to engage in conflicts with
others
-This is the most common type
of workplace conflict
Levels of Conflict
Interpersonal refers to conflict
between people
- Goleman discusses four categories
of necessary emotional
competencies:
a. Self-awareness
b. Self-management
c. Social awareness
d. Relationship management
-Parties usually communicate directly
Levels of Conflict
Intragroup conflict occurs within a
single group
 This may be especially true of groups

with cultural differences

 -Study of Chinese and U.S conflict

among friends and strangers

 A. In the U.S., less conflict with

stranger/also let to poorer

performance
 B. Also greater confort with conflict

in U.S groups of friends let to better

performance
 C. Performance of Chinese groups of

friends and strangers suffered with

conflict
Levels of Conflict
Intergroup conflict occurs between
groups

- At this level, representatives are often used

to communicate
 This is likely the most complicated level of

conflict
 -This can include conflict between

civilizations or large ethnic groups

 A. Historians have discussed this for

centuries
 B. Identification of one’s “own” and

“strangers” more important than politics in

understanding conflicts
 C. Issues of inclusion in the European

Union and NATO expansion are practical

examples of such issues
Stages of conflict

A. Latent conflict and emergence

1. Opposing goals/potential conflict
2. Trigger event creates more overt conflict
3. Listening can prevent development of conflict
(a) Avoid misinterpretation of verbal symbols

(b) Read body language carefully

B. Escalation and resolution

1. Once overt, conflict often escalate
2. Stalemate often the result
3. Even resolved conflicts have pitfall

C. Stages can vary

Kilmann and Thomas
Model of Conflict Resolution
Avoidance (lose-lose)
 Low on assertiveness and cooperativeness
 Avoidance strategies:

-Denial
-Under responsiveness
-Semantic focus
-Topic avoidance/shifting
-joking
-Postponement

 Advantages vs Disadvantages
 Competition (win – lose)
 High assertiveness, low cooperativeness
 Use of aggression and power
 Pursuing one’s own goals
 Presumptive attribution
 Attributing feelings, thoughts or motives to something they do not
acknowledge
 “You’re just saying that because you know it makes me angry”
 Prescription
 Threats
 “If you leave this apartment, don’t come back”
 Tough love
 Advantages vs. Disadvantages
Compromise (win/lose – win/lose)
 Moderate cooperativeness and assertiveness
 Offer to give in on something if other gives in on
something too.
 Not most effective strategy
 Both parties win, but they also both lose
 Advantages vs. Disadvantages
Accommodation (lose – win))
 High on cooperativeness, low on assertiveness
 Giving in
 Appeasing
 Smoothing over
 Advantages vs. Disadvantages
 Collaboration (win – win)
 High cooperativeness, high assertiveness.
 NOT playing to win…working towards solving the problem
 Leads to the most effective resolution
 Collaboration is characterized by use of such
tactics as:
(a) Qualification(Limiting discussion to issues at hand)
(b) Exchange of needs and feelings
(c) Show of empathy and support
(d) Emphasis on commonalities
(e) Acceptance of responsibility
(f) Initiation of problem solving

 Advantages vs. Disadvantages

Conflict is not entirely within our control
1. Conflict is characterized by ambiguity, disorder and confusion
2. There are, however suggestions for resolution of conflict
(a) Choose arguments(rather than fight over everything)

(b) Admit when you’re wrong

(c) Provide alternatives to ideas you oppose

(d) Allow the other to speak first

(e) Base statements on facts

(f) Keep control of temper

(g) Avoid sarcasm and cynicism

(h) Think in “WIN-WIN” terms

3. Ethnic conflict management

Conflict Negotiation
 Set of methods for resolving conflicts between and among people
 Perception of “Fairness”

 Elements of cooperation and competition are found in all social

exchanges
 Assumptions

-Both parties have needs

-Avoid a win-lose perspective
-Most things are negotiable
(Don’t be one who just doesn’t ask)
-Cannot succeed without considering the other’s needs
-Meaning and standards are not always the same
 6-Step Process
1) Analyzing the negotiating situation
a) Establish objectives
b) Best Alternative To Negotiation Agreement (BATNA)
c) Worst Alternative to Negotiation Agreement (WATNA)
2) Planning for the negotiation
a) Setting, duration, agenda, parties involved

3) Organizing
a) Who will be on your team?
b) Game plan
c) Opening offer
d) Conduct a mock negotiation
e) Expect surprises
 6-Step Process (Continued)

4) Gaining and maintaining control

a) Rules and Agenda

5) Closing the negotiation

a) Enforcing the agreement

6) Continuous Improvements
 Negotiation Styles

 Negotiation Styles (Cheung, et al., 2006)

 Integrating- collaborates, works with other party
 Obliging- concedes, yields, strives to accommodate other
 Dominating- uses power and authority to achieve goals
 Compromising- looks for “middle ground”
 Avoiding- tries to avoid overt disagreement
Principled negotiation
 Principled negotiation
 Separate people from the problem
 Focus on interests, not positions
 Brainstorm multiple options
 Use objective criteria
Techniques for Principled Negotiation

Ask questions without attacking

Recognize contributions of others
Gain agreement on factual information
Check for understanding
Ask for help in understanding reasoning