Chapter 17

Collaborator and Negotiator

Conflict Defined • Expression of differences in: – Values – Viewpoints – Goals – Attitudes or beliefs between individuals, groups, or organizations • May be actual or perceived

Historical Views of Conflict • Before 1960, conflict was – Always bad – To be avoided at all costs – Something wrong with organizations or persons who engaged in conflict

Historical Views of Conflict • After 1960, conflict was – Good for the organization – Resulted in change, new ideas – Inevitable – Productive and growth producing – Lead to a higher level of performance

Types of Conflict • Functional • Dysfunctional

When Does Conflict Occur?

• Does it find you or… – Do you look for it?

• Is there a value difference?

• Is there a change going on?

• Is there a desire for limited and scarce resources?

• Reward • Coercive • Expert • Referent • Legitimate • Information Power Types

Categories of Conflict • Interpersonal • Intrapersonal • Intragroup • Intergroup

Methods of Reducing Conflict • Avoidance • Withholding • Accommodation • Forcing • Compromise • Competing • Confronting

Negotiation • Gentle art of having opposing party understand your position and come to a compromise about theirs

• • • Negotiation Process Issue must be one that can be negotiated Both sides must be able to give up something they deem important Winning over opponent is not the ultimate goal

• • Negotiation Process Must have trust on both sides Must have faith in negotiation process itself

Let’s Make a Deal • Positional bargaining • Interest bargaining

Principled Negotiation • • • Only objective data should be utilized Focus should be on mutual interests Separate person from issue or problem

• • Principled Negotiation Look at alternatives that have mutually acceptable solutions Trust is assumed by both sides

Collaboration • Problems are brought into the open • Goal – Bring issues to conversation – Identify underlying causes to find a solution that is mutually acceptable

Collaboration