Conflict Management & Negotiation Rex Mitchell Fall 2011
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Transcript of Conflict Management & Negotiation Rex Mitchell Fall 2011
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Conflict Management &Conflict Management &
NegotiationNegotiation
Rex MitchellRex Mitchell
Fall 2011Fall 2011
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Course OverviewCourse OverviewConflict Conflict ManagementManagement
– Understanding & diagnosing conflictsUnderstanding & diagnosing conflicts
Goals & interestsGoals & interests
PowerPower
– Evaluating & managing conflictsEvaluating & managing conflicts
– Effective communication skillsEffective communication skills
– Forgiveness & reconciliationForgiveness & reconciliation
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Course Overview (cont.)Course Overview (cont.)
NegotiationNegotiation
– Basic conceptsBasic concepts
– ““Principled negotiation”Principled negotiation”
– PreparationPreparation
– EthicsEthics
– Negotiation simulation in teamsNegotiation simulation in teams
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Engage with the readingsEngage with the readings
What seems important here, what do I like, What seems important here, what do I like, agree with, find useful? Why?agree with, find useful? Why?
– Highlight, make margin notesHighlight, make margin notes
How might I apply one or more concepts in my How might I apply one or more concepts in my life – now and in the future?life – now and in the future?
Are there things I disagree with and/or would Are there things I disagree with and/or would modify or expand on? Why? How?modify or expand on? Why? How?
Is important to create your own reading notes or Is important to create your own reading notes or concept mapconcept map
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CreativityCreativity
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Understanding & Diagnosing Understanding & Diagnosing ConflictsConflicts
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Quick, First Responses, PleaseQuick, First Responses, Please
When there’s a conflict, I feel....When there’s a conflict, I feel....
In a conflict situation, I usually....In a conflict situation, I usually....
In a conflict situation, I would like to…In a conflict situation, I would like to…
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You can tell that people are in conflict by...You can tell that people are in conflict by...
When I see two people in conflict, I think...When I see two people in conflict, I think...
After a conflict, people usually…After a conflict, people usually…
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What is conflict?What is conflict?
What is negotiation?What is negotiation?
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Conflict is an expressed struggle Conflict is an expressed struggle
between at least two interdependent between at least two interdependent
parties who perceive incompatible parties who perceive incompatible
goals, scarce resources, and/or goals, scarce resources, and/or
interference from others in achieving interference from others in achieving
their goalstheir goals
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Conflict can have bothConflict can have bothnegative & positive effectsnegative & positive effects
Some negatives?Some negatives?
Some positives?Some positives?
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Course OverviewCourse OverviewConflict Conflict ManagementManagement
– Understanding & diagnosing conflictsUnderstanding & diagnosing conflicts
Goals & interestsGoals & interests
PowerPower
– Evaluating & managing conflictsEvaluating & managing conflicts
– Effective communication skillsEffective communication skills
– Forgiveness & reconciliationForgiveness & reconciliation
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We May Differ Over…We May Differ Over…
Data and informationData and information
AssumptionsAssumptions
GoalsGoals
ExpectationsExpectations
Methods and preferred solutionsMethods and preferred solutions
ValuesValues
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Organizations and groups differ Organizations and groups differ in how conflict is viewed and in how conflict is viewed and
managedmanaged
Make a few notes re this:Make a few notes re this:
– In your work group (or family)In your work group (or family)
– In your company (or other organization)In your company (or other organization)
Share in groupShare in group
Note similarities & differencesNote similarities & differences
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Conflict Episode ModelConflict Episode Model
States ofIndividuals
+ Stimulus
FrustrationsConceptualizations
BehaviorsOutcomes
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Conflicts can escalate & de-Conflicts can escalate & de-escalateescalate
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Indications of Conflict Indications of Conflict EscalationEscalation
CompetitionCompetition
Claiming righteousness, moral superiorityClaiming righteousness, moral superiority
Not listeningNot listening
Spreading to new issues and situationsSpreading to new issues and situations
Dealing in personalitiesDealing in personalities
Violating social normsViolating social norms
Intentional hurtIntentional hurt
Insults and threatsInsults and threats
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Some Ways to De-escalateSome Ways to De-escalate
Listening, trying to understandListening, trying to understand
Showing concern for others’ feelingsShowing concern for others’ feelings
Appealing/suggesting de-escalationAppealing/suggesting de-escalation
Goodwill gestures, concessionsGoodwill gestures, concessions
Expressing feelingsExpressing feelings
Finding integrative alternativesFinding integrative alternatives
““Recognizing” the other human beingRecognizing” the other human being
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Conflict Episode ModelConflict Episode Model
States ofIndividuals
+ Stimulus
FrustrationsConceptualizations
BehaviorsOutcomes
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Exercise on Attitudes About Exercise on Attitudes About ConflictConflict
Individually, score 1-6 (6 = strongly agree) your Individually, score 1-6 (6 = strongly agree) your degree of agreement with each of the statements, degree of agreement with each of the statements, applied to youapplied to you
In pairs:In pairs:– Identify statements with largest score spreadsIdentify statements with largest score spreads– Discuss some of theseDiscuss some of these
Would you help me understand why you answered Would you help me understand why you answered as you did?as you did?
Was it like this in your family of origin?Was it like this in your family of origin?
How well has this worked for you?How well has this worked for you?
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Goals and InterestsGoals and Interests
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Course OverviewCourse OverviewConflict Conflict ManagementManagement
– Understanding & diagnosing conflictsUnderstanding & diagnosing conflicts
Goals & interestsGoals & interests
PowerPower
– Evaluating & managing conflictsEvaluating & managing conflicts
– Effective communication skillsEffective communication skills
– Moderating conflictsModerating conflicts
– Forgiveness & reconciliationForgiveness & reconciliation
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Objectives (aka Goals)Objectives (aka Goals)
““If you don't know where you're going, you If you don't know where you're going, you might wind up somewhere else.” (Yogi Berra)might wind up somewhere else.” (Yogi Berra)
Distinguish among objectives (= goals), Distinguish among objectives (= goals), interests, positions, strategies, & actionsinterests, positions, strategies, & actions
Define goals in terms of results and Define goals in terms of results and outcomes, not actionsoutcomes, not actions
Frame as positive results to be achieved Frame as positive results to be achieved rather than problems to be avoidedrather than problems to be avoided
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Several Types of GoalsSeveral Types of Goals
CContentontent
RRelationalelational
IIdentity (self-esteem)dentity (self-esteem)
ProcessProcess
… …..CRIP (aka TRIP)CRIP (aka TRIP)
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Goals and InterestsGoals and Interests
Interest: underlying need, desire, or Interest: underlying need, desire, or concernconcern
Goal (objective): desired outcome or resultGoal (objective): desired outcome or result
Position: stated action, result, or proposalPosition: stated action, result, or proposal
Strategy: method for achieving a goalStrategy: method for achieving a goal
Action: specific steps to takeAction: specific steps to take
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Is this an Interest, Goal, Strategy, Is this an Interest, Goal, Strategy, Position, or Action?Position, or Action?
Make $60,000 this yearMake $60,000 this year
I need more money with the arrival of a I need more money with the arrival of a second childsecond child
I think I deserve a 7% salary increaseI think I deserve a 7% salary increase
I will first try to negotiate an increase in my I will first try to negotiate an increase in my salary, then, if necessary, I will search for salary, then, if necessary, I will search for a second part-time joba second part-time job
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Contact the placement office in my Contact the placement office in my professional society re part-time jobsprofessional society re part-time jobs
Increase profits to $1.58/share for this Increase profits to $1.58/share for this yearyear
We need to hire more workersWe need to hire more workers
Impress the division headImpress the division head
Start work on the paper at least a week Start work on the paper at least a week before it is duebefore it is due
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ApplicationApplication
(Individually) Pick a current or recent conflict (Individually) Pick a current or recent conflict situation involving you:situation involving you:
– Should be fairly complexShould be fairly complex
– Because we will return to it several times to Because we will return to it several times to apply different conceptsapply different concepts
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Application – Part 1Application – Part 1
Individually:Individually:– Pick a current or recent conflict situationPick a current or recent conflict situation
– Identify what are/were your CRIP goalsIdentify what are/were your CRIP goals
– What are/were the CRIP goals of one or more What are/were the CRIP goals of one or more others involvedothers involved
In groups of two or three:In groups of two or three:– Take turns describing your conflict situation Take turns describing your conflict situation
(briefly) & your draft of CRIP goals(briefly) & your draft of CRIP goals
– Group helps you probe for additional or clearer Group helps you probe for additional or clearer interests/goalsinterests/goals
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POWERPOWER
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PowerPower: potential ability to influence : potential ability to influence behavior, events …get people to do things behavior, events …get people to do things they would not do otherwisethey would not do otherwise
Influence, politicsInfluence, politics: processes & actions : processes & actions through which potential power is usedthrough which potential power is used
LeadershipLeadership: art of mobilizing others to : art of mobilizing others to want to struggle for shared aspirationswant to struggle for shared aspirations
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Sources of PowerSources of Power
Formal authority & reputationFormal authority & reputation
ResourcesResources
System connections & positioningSystem connections & positioning
ExpertiseExpertise
PersonalPersonal
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1. Formal authority & reputation1. Formal authority & reputationShould distinguish between theseShould distinguish between these
Formal authority particularly important Formal authority particularly important where?where?– MilitaryMilitary– PolicePolice– Some government organizationsSome government organizations
Formal relatively less important where?Formal relatively less important where?– New organizationsNew organizations– High-tech, R&D organizationsHigh-tech, R&D organizations– UniversitiesUniversities
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2. Resources2. Resources
ControlControl
AcquisitionAcquisition
CreationCreation
… …giving ability to reward and punishgiving ability to reward and punish
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3. System connections & 3. System connections & positioningpositioning
CentralityCentrality
Political accessPolitical access
VisibilityVisibility
Relevance (alignment)Relevance (alignment)
CriticalityCriticality
DiscretionDiscretion
Non-substitutabilityNon-substitutability
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4. Expertise4. Expertise
KSAs (knowledge, skills, abilities)KSAs (knowledge, skills, abilities)
PerformancePerformance
Professional credibilityProfessional credibility
Fit with organizational needs & prioritiesFit with organizational needs & priorities
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5. Personal5. PersonalCharismaCharisma
AttractivenessAttractiveness
Energy, staminaEnergy, stamina
FocusFocus
DeterminationDetermination
Interpersonal skillsInterpersonal skills
Personal reputationPersonal reputation
FlexibilityFlexibility
Able to engage effectively, even confrontAble to engage effectively, even confront
Able to let others get creditAble to let others get credit
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Three Propositions I BelieveThree Propositions I Believe
Power is necessary and is neither good Power is necessary and is neither good nor bad inherentlynor bad inherently
Influence is a form of power that tends to Influence is a form of power that tends to reduce the potential for negative effectsreduce the potential for negative effects
Power and love are not a dichotomyPower and love are not a dichotomy
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Good to Great CompaniesGood to Great Companies
Jim CollinsJim Collins
““Good is the enemy of great”Good is the enemy of great”
Identified a group of elite companies that Identified a group of elite companies that made the leap to great results & sustained made the leap to great results & sustained for 15 yearsfor 15 years
Cumulative stock returns >7 times marketCumulative stock returns >7 times market
One factor was “Level 5 leaders”One factor was “Level 5 leaders”
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Level 5 Leaders…Level 5 Leaders…
Build enduring greatness through a paradoxical blend of personal humility and unwavering professional resolve
Are ambitious first and foremost for the company, not themselves
Set up their successors for even greater success in the next generation
Are more work horse than show horse
Look elsewhere to give credit for successes
Look in the mirror when things go poorly
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Discuss in groupsDiscuss in groups
Discuss assigned one of:Discuss assigned one of:
1.1. Application 4.1 p.104-105, discuss what you were Application 4.1 p.104-105, discuss what you were taught or have “learned” about power from your lifetaught or have “learned” about power from your life
2.2. Interests, rights, power (p.107)Interests, rights, power (p.107)
3.3. Denying power use (p.112ff), including passive-Denying power use (p.112ff), including passive-aggressive behaviors (p.125-126)aggressive behaviors (p.125-126)
4.4. Power imbalances (p.126-131 & ff)Power imbalances (p.126-131 & ff)
Report major points to classReport major points to class
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Let’s Process Class So FarLet’s Process Class So Far
What was useful – and should be done in What was useful – and should be done in the future?the future?
What could be improved in the future?What could be improved in the future?
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