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Chapter 10
| Term | Definition |
|---|---|
| How to gain integrative agreements (behavioral) | separate ppl from the problem, don't allow emotional consid to affect the negotiation, focus on interests rather than positions, avoid premature judgements, keep identification of alternatives separate from eval, judge possible agreements by set criteria |
| Common negotiation pitfalls | fixed pie myth, escalating commitment, over-confidence, too much telling, too little listening |
| Fixed pie myth | purely distributive approach |
| Escalating commitment | start with extreme demands |
| Over-confidence | their positions are the only correct ones |
| Too much telling | parties don't really talk to each other |
| Too little listening | unable/unwilling to listen to understand |
| Unresolved prior conflicts | when conflicts go unresolved, they remain latent and often emerge again in the future |
| Role ambiguities | when people aren't sure what they are supposed to do, conflict with others is likely, task insecurities increase the odds of working at cross-purposes at least some of the time |
| Resource scarcities | when people have to share resources with one another and/or when they have to compete with one another for resources, the conditions are ripe for conflict |
| Task interdependencies | when people must depend on others doing things first before they can do their own jobs, conflicts often occur; dependency on others creates anxieties and other pressures |
| Domain ambiguities | when people are unclear about how their objectives or those of their teams fit with those being pursued by others, or when their objectives directly compete in win-lose fashion, conflict is likely to occur |
| Structural differentiation | when people work in parts of the organization where structures, goals, time horizons, and even staff compensation are very different, conflict is likely to occur with other units |
| upward referral | uses the chain of command for conflict resolution |
| substance goals | deal with outcomes that relate to the content issues under negotiation |
| relationship goals | deal with outcomes that relate to how well people involved in the negotiation and any constituencies they may represent are able to work with one another once process is concluded |
| Types of Intrapersonal Conflict | Approach-approach, avoidance-avoidance, approach-avoidance |
| Approach-Approach Conflict | occurs when a person must choose between two positive and equally attractive alternatives |
| Avoidance-Avoidance Conflict | occurs when a person must choose between two negative and equally unattractive alternatives |
| Approach-Avoidance Conflict | occurs when a person must decided to do something that has both positive and negative consequences |
| Stages of conflict | Antecedent conditions, perceived conflict, felt conflict, and manifest conflict |
| Antecedent conditions | set the conditions for conflict |
| Perceived conflict | substantive or emotional differences are sensed, when antecedents become the basis for substantive or emotional differences between people or groups |
| Felt Conflict | tension creates motivation to act to reduce feelings on discomfort |
| Manifest conflict | addressed by conflict resolution or suppression, expressed openly in behavior |
| Vertical conflict | occurs between levels and commonly involves supervisor-subordinate and team leader-team member disagreements over resources, goals, deadlines, or performance results |
| Horizontal Conflict | occurs between persons or groups working at the same organizational level |
| Decoupling | taking action to eliminate or reduce required contact between conflicting parties |
| Buffering | build an inventory between the teams so that any output slowdown or excess is absorbed by the inventory |
| Linking pin roles | serve as liaisons between groups that are prone to conflict |
| Accommodation (or smoothing) | a lose-lose strategy that involves playing down differences and finding areas of agreement |
| Arbitration | a neutral third party acts as a judge with the power to issue a decision binding for all parties |
| Authoritative command | a win-lose strategy that uses formal authority to end conflict |
| Avoidance | a lose-lose strategy that involves pretending a conflict does not really exist |
| Bargaining Zone | the range between one party's minimum reservation point and the other party's maximum |
| Collaboration and Problem Solving | a win-win strategy that involves recognition that something is wrong and needs attention through problem solving |
| Win-win strategy | characterized by high cooperativeness and high assertiveness |
| Competition | a win-lose strategy that seeks victory by force, superior skill, or domination |
| Win-lose strategy | one party gets what they want at the expense and exclusion of the other |
| Compromise | a lose-lose strategy that occurs when each party gives up something of value to the other |
| Conflict | occurs when parties disagree over substantive issues or when emotional antagonism create friction between them |
| Conflict resolution | a situation in which the underlying reasons for.a conflict are eliminated |
| Dysfunctional conflict | works to the group's or organization's disadvantage (overall negative environment) |
| Distributive negotiation | focuses on positions staked out or declared by the parties involved, each of whom is trying to claim certain positions of the available pie |
| Emotional conflict | involves interpersonal difficulties that arise over feelings of anger, mistrust, dislike, fear, resentment, and the like |
| Functional Conflict (Constructive Conflict) | results in positive benefits to the group (addresses problems, increases creativity, and increases the amount of information being used to make decisions) |
| Integrative Conflict | focuses on the merits of the issues, and the parties involved try to enlarge the available pie rather than stake claims to certain portions of it |
| Intergroup Conflict (conflict among departments) | occurs among groups in an organization (use cross-functional teams to minimize this), causes are substantive and emotional |
| Interorganizational conflict | occurs between organizations (Hyundai vs Ford), competition for market share |
| Interpersonal conflict | occurs between two or more individuals in opposition to each other, can be caused by rivalries, personality differences |
| Intrapersonal conflict | occurs within the individual because of actual or perceived pressures from incompatible goals or expectations |
| Mediation | a neutral third party tries to engage the parties in a negotiated solution through persuasion and rational argument |
| Negotiation | the process of making joint decisions when the parties involved have different preferences |
| Effective negotiation | occurs when substance issues are resolved |
| Quality of outcomes | agreement wise and satisfactory for all sides |
| Harmony in relationships | harmonious, fosters good interpersonal relations |
| Substantive conflict | involves fundamental disagreement over ends or goals to be pursued and the means for their accomplishment |
| Direct conflict management strategies | avoidance, accommodation, compromise, competition, and collaboration - show different tendencies toward competitiveness and assertiveness |
| indirect conflict management strategies | includes appeals to common goals, upward referral, managed interdependence, and the use of mythology and scripts |
| Types of negotiation | two-way, group, intergroup, and constituency negotiation |
| Integrative negotiation (principled negotiation) | the focus in on determining the merits of the issues and finding ways to satisfy one another's needs |
| Power or influence asymmetries | occur when interdependent people or teams differ substantially from one another in status and influence or in values |
| Appeal to common goals | focusing the attention of potentially conflicting individuals and teams on one mutually desirable conclusion |
| Altering Scripts and Myths | superficial ,management managed by scripts, or behavioral routines, that become part of the organization's culture |
| Lose-lose strategy | nobody gets what he or she wants |
| Efficiency | negotiatation is efficient, and no more time consuming or costly than absolutely necessary |
| Two-party negotiation | manager negotiates directly with one other person |
| group negotiation | manager is part of a team whose members are negotiating |
| intergroup negotiation | manager is part of a group that is negotiating with another group |
| constituency negotiation | each party represents a broader constituency |
| Foundations of integrative negotiation | attitudinal, behavioral, informational |
| Attitudinal | willingness to trust, share information, and ask concrete questions |
| Third party negotiations | a neutral third party works with persons involved in a negotiation to help them resolve impasses and settle disputes |
Created by:
calliemiller729