Transcript Document 7314067

Conflict
Conflict occurs when
•parties disagree over
substantive issues or when
•emotional antagonisms
create friction
Schermerhorn; Ch. 18
Substantive issues
Goals
Values
Allocation of Resources
Methods
Ethics
Schermerhorn; Ch. 18
Substantive issues
Consider issues in health care
* patient care
* administration
Schermerhorn; Ch. 18
Emotional antagonisms
Anger
Mistrust
Dislike
Fear
Resentment
Schermerhorn; Ch. 18
Emotional antagonisms
Pride
Invest emotion in a position
win/lose
save face
support friends
leverage by personality
Schermerhorn; Ch. 18
Emotional antagonisms
Examples in health care
political hierarchy
Schermerhorn; Ch. 18
Emotional Intelligence
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Emotional perception & expression
Emotional facilitation of thought
Emotional understanding
Emotional management
Levels of Conflict
Intrapersonal
Interpersonal
Intergroup
Interorganization
Schermerhorn; Ch. 18
Types
Horizontal
Vertical
Role
Schermerhorn; Ch. 18
Conflict
+
Impact
on
Performance
Moderate is
constructive
Low
Intensity
High
Schermerhorn; Ch. 18
Stages
Conflict antecedents
Perceived conflict
Felt conflict
Manifest conflict
= openly expressed in behavior
Environment of Conflict
Participants
Timing / Work cycles / Schedules
Day of the week
Hour of the day
Preexisting stress levels
What is in the bag?
‘Getting to Yes’
What is the best way for people to deal
with their differences?
Create Options
Fisher R, Ury W: Getting to Yes, 1991
Where do we find ’differences’?
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Fisher R, Ury W: Getting to Yes, 1991
“The Problem”
Don’t bargain over positions
Examples provided
Customer
Shopkeeper
Fisher R, Ury W: Getting to Yes, 1991
“The Method”
Separate the people from the problem
Every Negotiator has two kinds of interests:
– The Substance
– The Relationship
Separate the relationship from the substance
Tenant
Landlady
Fisher R, Ury W: Getting to Yes, 1991
“The Method”
Perception
• Discuss perceptions
• Look for opportunities to act
inconsistently with their perceptions
– Engage in ‘Face-saving’
• Make sure your proposals are consistent
with their values.
Fisher R, Ury W: Getting to Yes, 1991
“The Method”
Emotion
– Recognize emotions (all sides)
– Consider emotions legitimate and
acknowledge
– Allow emotions to be displayed
– Don’t react to the emotions
– Use symbolic gestures
Fisher R, Ury W: Getting to Yes, 1991
“The Method”
Communication
• Use active listening
• Acknowledge what is said but do not use
paraphrasing to restate their perception
• Restate their position positively
• Speak about yourself not them
• Speak for a purpose
– Engage in ‘Face-saving’
• Make sure your proposals are consistent
with their values.
Fisher R, Ury W: Getting to Yes, 1991
“The Method”
Focus on the Interests, Not Positions
 Ask ‘Why?’ and ‘Why Not?’
 Consider the impact on my interests:
– Will I lose or gain political support?
– Will colleagues criticize or praise me?
Fisher R, Ury W: Getting to Yes, 1991
“The Method”
Focus on the Interests, Not Positions
 Impact on the group’s interests:
– What will be the short-term consequences?
Long term?
– What will be the economic consequences?
– What will be the effect on outside supporters
and public opinion?
– Will the precedent be good or bad?
– Will making this decision prevent doing
something better?
– Is the action consistent with our principles?
Ethical?
– Can I do it later if I want? Fisher R, Ury W: Getting to Yes, 1991
“The Method”
Focus on the Interests, Not Positions
 The most powerful interests are basic human
needs.
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Fisher R, Ury W: Getting to Yes, 1991
“The Method”
Focus on the Interests, Not Positions
 The most powerful interests are basic human needs.
Security
Economic Well Being
A Sense of Belonging
Recognition
Control Over One’s Life
Fisher R, Ury W: Getting to Yes, 1991
“The Method”
Invent Options for Mutual Gain
– Not inventing is the norm
– Judgement hinders evaluation
– People often approach this by narrowing the options
not broadening them.
– Develop a solution that also appeals to the self-interest
of the other party
Process:
– Separate inventing from deciding
• Add a brainstorming session
• Involve a facilitator
• Use the ‘Circle Chart’
Fisher R, Ury W: Getting to Yes, 1991
What is wrong
Step II. Analysis
• Diagnose the problem
• Sort symptoms into
categories
• Suggest causes
• Observe what is lacking
• Note barriers
In
Theory
Step I. Problem
• What’s wrong?
• What are current
symptoms?
• What are disliked facts
contrasted with a
preferred solution?
What might be done
Step III.
Approaches
• What are the possible
strategies or
prescriptions?
• What are some
theoretical cures?
• Generate broad ideas
about what might be
done.
Step IV. Action Ideas
• What might be done?
• What specific steps
might be taken to deal
with the problem?
In the real
world
Fisher R, Ury W: Getting to Yes, 1991
“The Method”
Insist on Using Objective Criteria
 Developing Objective Criteria
• Fair Standards
• Fair Procedures
Fisher R, Ury W: Getting to Yes, 1991
The Big What Ifs
What if they are more powerful?
Develop your BATNA
Best Alternative to a Negotiated Agreement
Fisher R, Ury W: Getting to Yes, 1991
The Big What Ifs
What if they won’t pay?
Fisher R, Ury W: Getting to Yes, 1991
The Big What Ifs
What if they use dirty tricks?
Fisher R, Ury W: Getting to Yes, 1991
Project 3
Goal:
 Have a successful negotiation to secure your position.
Objectives:
 This will vary by team. See further information below.
 Outline strategies to achieve the objectives at this
meeting.
 Identify activities that would take place prior to the
meeting to enhance your position.
 Assess how you would interact with your team member
and how your team may interact with the other teams.
Note what objectives you have in common and what
objectives may be in conflict.
 Determine what you will share openly with your team
members and what your team will share with the other
teams. By default - what does that leave that you will not
share with anyone?
 Demonstrate negotiation skills.
 Demonstrate the ability to conduct a negotiation in a
professional manner.
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Scenario
Your organization has just conducted a strategic plan
that has a goal of expansion in health promotion
activities involving nutrition. To achieve this goal
the nutrition and wellness division will require
additional resources in the form of personnel (2.5
FTE estimated at = $62 K per FTE), additional office
space, and equipment and supplies. The total
estimated annual budget is $250K. However, the
estimates on return for the investment suggest it
will take 5-6 years for this area to bring revenue to
your business.
A second goal of the strategic plan is to maximize
assets for improved risk management. Currently
legal fees and direct payments are costing the
company $100K per year.
The main expenses are increased insurance premiums,
legal fees and compensation for injuries related to some
malfunctioning equipment.
Team A:
Team A: Represents company
management. This is the decision
making group for the negotiation.
– The CEO of the company who must present a
plan to the board of directors that indicates
the strategic plan is moving forward and the
company is using fiscal responsibility.
– The Chief Financial Officer.
– The Director of Policy who had developed the
strategic plan.
Team B:
Team B: Represents the nutrition and
wellness division.
Team C:
Team C: Represents the risk management
team.
The Needs
Team A: Needs to prove financial responsibility.
The company has not been making a
profit, the stockholders are alarmed and
the startup cash flow suggests they may
only have reserves for 3-4 years.
Team B: Needs to expand. The RD who was first
hired realizes without the expansion her
area may in fact be cut and nutrition
information handled by the physical
activity consultant.
Team C: Needs to settle outstanding legal suits. Is
concerned additional problems may exist
with other equipment
The Results
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Everybody needs to look good
Everyone's job is on the line
Rules/ Format
Each team will have 10 minutes for a
presentation. Followed by a break.
Lobbying may occur during the break.
After the break there will be 30 minutes for
negotiations. At the end of the session
each group will summarize their position
and any agreements that were reached.
Team A will make a decision.
Business Environment
Consider this a formal business
presentation.
Attire for this meeting is either a business
suit or a jacket/ skirt.
Each member represents the team and as
such professional conduct and
communication styles will be evaluated
as both a team and individual effort.
Evaluation
12 Points Team grade:
9 points for team presentation
3 points for team paper (One 3 page summary
of the project per team.) This paper should
describe strategies for the negotiation.
Demonstrate a synthesis with information
from the supportive reading ‘Getting to Yes’.
 Overall quality of work
 Focus on goal and objectives for the project
 Effective selection and application of
productivity tools
 Materials / Handouts / Illustrations / Overheads
 Team coordination and organization
Evaluation
4 points for the individual grade:
– Oral presentation;
– Level of participation in negotiation
process including observations of
other teams activities, evaluation of
their strategies, redesign of team
strategy given evolving negotiation,
lobbying involvement, demonstration
of professional conduct. etc.