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Negotiations week 12

QuestionAnswer
overconfidence bias overestimate liklihood of getting positive outcome
egocentrism: hold self serving perceptions of fairness, think strongly that we are right
fundamental attribution error tend to attribute others bad behavior to their personality instead of the situation
when giving advice on handling conflict, we assume other party is cooperative
interpersonal conflict process 2 or more employees perceive interests, goals compatible, leads to tension, disagreement
2 types of conflict task where disagree over work, can turn into relationship conflict relationship where personalities clash
benefits of conflict better ideas, problem solving, stronger relationships
dual selves to managing conflict the cooperator: look for win win, learn about interests, be bigger person the CYAer: keep a paper trail, gather evidence just in case, good when conflict with superior
5 tips to handling conflict - take other persons perspective - remember contingency perspective: some conflict not worth fight - focus on interests - manage negative emotions - avoid venting
doormat effect see every conflict as one to avoid
handling negative emotions saying emotion better than displaying it
3 components to difficult convo - the what happend: avoid battles of truth but learn eachothers truth - feelings: avoid ignoring emotions, aim to address without judgement - identity: avoid all or nothing, aim to understand issue
apology formula explicitly apologize, acknowledge offense, explain what happened, express remorse, offer to make amends
Deborah 2 convo styles turn takers: wait until clear pause to talk cooperative overlapper: get engaged and see any sort of pause as signal that they werent listening so will jump in before other person finishes, dont realize doing it
should you reply all yes so that everyone is on the same page
Created by: emilysun77
 

 



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