Free Essay

Conflict Resolution and Negotiation

In: Business and Management

Submitted By 238East
Words 761
Pages 4
Lesson 02 - Thought Question - 02 - Determining when Conflict appears to be heading towards either Escalation or Avoidance.
Peggy Stine - January 25, 2013
In my personal experiences with other people, I rely on various signs in determining when a conflict appears to not be heading for a resolution. For instance in order to determine when a conflict appears to be heading towards escalation I look for signs that: * Parties are entrenched in the same arguments * Militant leadership emerges in response to a perceived threat or crisis * Veiled threats and demands are used to win arguments * Name calling and personal attacks are used * Reasonable requests and a justified refusal becomes a personalized battle of wills. * One party will talk about the other as if they know everything about them. * Motives are attached to actions * One party becomes the victim of others’ actions. * Parties exaggerate the consequences of inaction * Parties have formed coalitions based on relationships, power, influence and social climate * Body language (i.e. eye contact, hand gestures...) shows hostility or closure to compromise or new ideas * A battle of wills becomes intractable when the parties see themselves as evenly matched * The fear of ‘losing’ contributes to a ‘justified’ defensive action * There is a power imbalance where one person sees the other as stronger than themselves or having an advantage that makes them stronger * More energy is put into creating and monitoring a case against the other person and justifying a response than in addressing the problem or the real issue.
On the other hand in order to determine when a conflict appears to be heading towards avoidance I look for signs that: * Participants show lack of commitment or engagement to issue * Participants outright refuse to acknowledge the problem * Members provide ambiguous statements and/or skirt issue with respect to issue at hand * Parties do not share information or ideas * Evidentiary material in support of claims is not evaluated * Parties delay action or ignore critical problem at hand to address simpler agenda items upon which members could reach a comfortable agreement * Members reach quick acceptance of a solution without consideration of the implications and/or consequences of actions beforehand * Subject matter experts are notably silent * No plans are made to implement solutions * Unresolved issues repeatedly emerge in new forms, characterization and descriptions
In an attempt to de-escalate conflict; I have always attempted to view the conflict thru the eyes of a mediator or disinterested party. I attempt to invoke a methodology that is comprised of the following steps: * Invite a re-telling of the story by members * Show interest in the story * Listen but do not share the emotions. * Do not interrupt the initial re-telling * Do not agree or disagree with the speaker(s)
The process of the re-telling the story in a calm manner allows the participants to be heard. That in itself removes the ‘justification’ for escalation.
At this point, the focus is on the speaker(s)’ perception/version of what has happened and the effect on them, not the other(s) involved. The attention they are receiving also helps the speaker(s) feel empowered (i.e. that what they are saying is being heard and given the attention the speaker(s) requires).
In the initial re-telling of the story perceptions and actions are acknowledged, clarified and perhaps for the first time, separated.
From the outset the pace, tone and delivery I attempt to maintain is one of calm and respect. This serves to signal that the speaker(s) is (are) ‘no threat’ to the listener(s), that I am not the aggressor and there is no need to be defensive.
I attempt to not to assume a position of power, or assume knowledge of the speaker or attribute motives to actions.
By removing the perceived threat and the need to act or react to a real or perceived threat a calm space is created. I can then proceed to focus the participants on a reflection of: * What happened * How it is affecting them * Current (unmet) needs * What they would like to happen before making a considered choice about other ways to get their needs met.
My tactics have worked on most practical issues where unmet needs have been recognized and acknowledged.
The mediation or disinterested party process as I employ provides an opportunity for the parties to decide what is important and what each is willing to do to get their needs met in a different setting, recognizing the need to achieve the co-operation of the other party/parties involved in the current difficulties.

Similar Documents

Premium Essay

Bac332 Negotiations & Conflict Resolution

...BAC332 Negotiations & Conflict Resolution Pemberton’s Dilemma was an interesting exercise. My first instinct was to open the store hoping that the other team would stay closed. I wanted to win the exercise, but I gave it a couple minutes and retracted my position of going against them. If we would of done that right out of the gates it would be an all out war. So we discussed within our team to just keep the store closed, thinking they too would do the same. So as the rounds preceded we both started feeling comfortable with each other staying closed until the negotiation rounds. I believe if we would of broke that trust and just started opening it would of just caused trust issues and resulted in a lot more money being lost to fines and both stores being opened. Once we got to the negations rounds are intentions were to figure a plan that would allow both stores to thrive. However, we never took into consideration the amount of money being lost to fines would be our down fall to this goal. Poor planning on our part made us fail in the overall goal. Now that the exercise is over I see some problems we had in the negotiation planning. We never factored in the fines we would have when the locations were open. This lead to us winning, but our intentions were to share the profits with the other company. Staying closed would have been the best road for both of us and in the end would of resulted to more money for the two...

Words: 269 - Pages: 2

Premium Essay

The Influence of the Individualism-Collectivism Cultural Dimension on Conflict Resolution and Negotiation Styles: a Cross-Cultural Study of American and Ethiopian Managers in the U.S.A.

...cultural dimension, Pruitt’s negotiation styles model, and Rahim’s conflict management model, this research examines how national culture influence the way people choose negotiation and conflict resolution handling styles through an empirical study of 87 individuals in the U.S. The respondents were divided in two groups: American, and Ethiopians. The results show that the individualism-collectivism cultural dimension did differentiate the members of the American culture from the members of the Ethiopian culture. Among the negotiation and conflict management styles object of this study, the dominating style was found to be preferred by those with high concern for self, whereas the cooperating and the integrating styles were found to be preferred by those with high concern for others. Introduction In order to remain competitive in their respective markets companies around the world are expanding their horizons beyond their original country, and they are increasingly seeking international partnerships and business ventures in different cultural environments. The ability to negotiate across national borders and within the organization has become increasingly important in the past decade, but despite the continuous growth of business globalization negotiation and conflict resolution styles are often misunderstood. According to much of the literature available scholars have conducted substantial research on the subjects of negotiation and conflict resolution over the past years, including...

Words: 2755 - Pages: 12

Premium Essay

Orginaizationl Behavier

...Alternative dispute resolution (ADR) | A conflict resolution strategy that involves assistance from a third party; used when both parties are unable to find resolution on their own. | | Conflict | One party perceives its interests are being opposed or set back by another party. | | Day of contemplation | A one-time-only day off with pay to allow a problem employee to reflect and recommit to the organization's values and mission. | | Distributive negotiation | Two interdependent parties, each with their own opposite preference, seek to make a decision that will result in one party winning at the expense of the other. | | Dysfunctional conflict | Threatens the interests of an organization. | | Functional conflict | Serves an organization's interests. | | Integrative negotiation | Two interdependent parties with their own preferences and values seek a win-win resolution through greater dialogue and cooperation. | | Personality conflict | Interpersonal opposition driven by personal dislike or disagreement. | Outline: Chapter 8CONFLICT AND NEGOTIATIONLearning Outcomes 1.      Define conflict, functional conflict, and dysfunctional conflict 2.      Identify the various antecedents (causes) of conflict 3.      List two approaches an employee or manager can take to respond to each of the following: personality conflicts, intergroup conflict, and cross-cultural conflict 4.      Compare and contrast the five alternative styles for handling conflict 5.      Assess the...

Words: 2212 - Pages: 9

Free Essay

Mgt 445 (Organizational Negotiations) Complete Course Wk 1-5l

...(Organizational Negotiations) Complete Course WK 1-5l Get Tutorial by Clicking on the link below or Copy Paste Link in Your Browser https://hwguiders.com/downloads/mgt-445-organizational-negotiations-complete-course-wk-1-5l/ For More Courses and Exams use this form ( http://hwguiders.com/contact-us/ ) Feel Free to Search your Class through Our Product Categories or From Our Search Bar (http://hwguiders.com/ ) MGT-445 Wk-1 Individual – Communication and Personality MGT-445 Wk-2 Team – Power Play for Howard Part-A MGT-445 Wk-3 Individual – Negotiation Strategy MGT-445 Wk-3 Team – Power Play for Howard Part-B MGT-445 Wk-4 Individual – Miami School District Negotiation Paper MGT-445 Wk-5 Individual – Article Analysis MGT-445 Wk-5 Team – Third Party Conflict Resolution (2) MGT 445 (Organizational Negotiations) Complete Course WK 1-5l Get Tutorial by Clicking on the link below or Copy Paste Link in Your Browser https://hwguiders.com/downloads/mgt-445-organizational-negotiations-complete-course-wk-1-5l/ For More Courses and Exams use this form ( http://hwguiders.com/contact-us/ ) Feel Free to Search your Class through Our Product Categories or From Our Search Bar (http://hwguiders.com/ ) MGT-445 Wk-1 Individual – Communication and Personality MGT-445 Wk-2 Team – Power Play for Howard Part-A MGT-445 Wk-3 Individual – Negotiation Strategy MGT-445 Wk-3 Team – Power Play for Howard Part-B MGT-445 Wk-4 Individual – Miami School District Negotiation Paper ...

Words: 3169 - Pages: 13

Premium Essay

Conflict Rrsi

...Overtime, the process of litigation has become more and more time consuming, expensive and cumbersome and increase in the number of cases in courts have led to congestion and delay in their resolution. Some Disputes are sensitive and confidential in nature and disputants may prefer settlement in private to one in public glare of court.  In addition, the complexity of court litigation tends often times towards increase in costs which disputants are naturally anxious to reduce.  On the other hand, there may be claims involving small sums, which may not be worth the cost of litigation. All these have led to the development of alternative methods of resolving disputes. 1.2 ALTERNATIVE DISPUTE RESOLUTION METHODS The term “Alternative Dispute Resolution” (ADR), is used generally to describe the methods and procedures used in resolving disputes either as alternatives to the traditional dispute resolution mechanism of the court or in some cases supplementary to such mechanisms. ADR arose largely because the litigation process was and still is, unduly expensive- in the long-run and especially prolonged as a result of judicial technicalities embedded in that method of dispute resolution.   Apart from the fact that businessmen and women now prefer private resolution of...

Words: 5840 - Pages: 24

Premium Essay

Alternative Dispute Resolutions

...| Alternative Dispute Resolutions | | | Alternative dispute resolutions, known to many as ADR, are methods to resolve conflicts in ways other than legal litigation. “Because litigation is expensive and time-consuming, both [parties] suffer when parties bring their disputes to court. Alternative dispute resolution (“ADR”) is an important solution” (Baum, 2010). The four most common methods of ADR are negotiation, mediation, arbitration, and collaborative law. A fifth method, conciliation, sometimes falls into the ADR category. The use of ADRs has been proven to be helpful in many different types of legal disputes from personal to professional (Alternative Dispute Resolution (ADR), 1995-2013). Alternative dispute resolutions are non-adversarial methods used to successfully manage conflict without the use of unnecessary, expensive litigation. Negotiation Negotiation is the simplest way to settle differences. This method is back and forth communication trying to find a solution to resolve a conflict. The characteristics of negotiation are as followed: private, confidential, voluntary, quick, little to no cost, parties make their own decisions, parties reach agreements, full control, enforceable agreements, win-win solutions (Oklahoma Bar Association, 2012). Negotiation can be done in a number of ways: formal, informal, private, public, directly or with third parties (although third parties typically aren’t necessary). It can happen any time, any place. Those...

Words: 1572 - Pages: 7

Premium Essay

Syllabus Mgt445

... | | |School of Business | | |MGT/445 (3 Credits)Version 1 | | |Organizational Negotiations | | |Puerto Rico Campus | Copyright © 2009, 2006 by University of Phoenix. All rights reserved. Course Description This course provides an overview of negotiations in an organizational setting. Students learn negotiation processes and strategies, the role of stakeholder interests in negotiation, and how to apply these concepts to the workplace. Students also examine conflict management techniques and emerging negotiation trends in globalization and technology. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: University policies: You must be logged into the student website to view this document. Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies...

Words: 2010 - Pages: 9

Free Essay

Conflict Resolution

...Conflict Resolution and Peacemaking University of Phoenix PSY/400 Dr. Abstract Conflict resolution is a method of facilitating a peaceful resolution of a conflict. It is also knowing how to manage and reduce if not resolve a dispute or a conflict. Japan has been employing a strategy in trying to resolve their current conflict with China through a non- violent means and this is through a simple handshake. The Japanese has been negotiating for the handshaking to happen with the goal of striking a mutually satisfactory deal. Key words: handshake, conflict management, negotiation, collaboration. The current tension between China and Japan over disputed islands in East China Sea has been a cause of concern by political and economic leaders in the Southeast and East Asia Regions. However, the tension could be lessened by nonverbal gestures and niceties as asserted by Katie Shonk in her Harvard-published article on November 5th, 2014 entitled “For Conflict Resolution in Asia, A Simple Handshake Could Go Far” (Shonk, 2014). A simple but significant gesture, a handshake between Japanese Prime Minister Shinzo Abe and Chinese President Xi Jinping is what the Japanese officials hope will happen during the regional economic summit in Beijing scheduled this month. There are two major factors that have caused the strain in the relationship between the two countries. First is the refusal of Xi to meet with Abe. It was surmised that “Xi would not engaged in formal...

Words: 1132 - Pages: 5

Premium Essay

Dispute Resolution Strategies

...Dispute resolution strategies Name Institution Abstract The paper is about dispute resolution strategies. It identifies three strategies and discusses them in details. Specifically, the paper entails an elaborate discussion on mediation, negotiation and compromise as conflict resolution strategies. Mediation and negotiation are alternative dispute resolution ADR strategies while compromise is an incorporation of litigation and can also be part of ADR. The three strategies are applicable for organizational and other types of conflicts. Apart from proposals off the potential applications of the methods, the paper also presents a comparison between the three methods and the legal systems of resolving conflict. In addition, it discusses in brief the processes, benefits and the limitations of the processes. Mediation Mediation entails a due process that involves a neutral third party, a mediator, in conflict resolution. The mediator is never judgmental nor partisan during the process. The mediator never decides any wrongdoers but focus on the problem-solving process. Mediation allows for the revision and adjustment of the conflict scope. Agreements after mediation are readily acceptable than those from a judicial ruling because all participants are involved in reaching a compromise. Mediation is informal and involves a mediator that guides the process. The mediator engages the disputants to drop hostilities and come to a mutual agreement. In fact...

Words: 1477 - Pages: 6

Premium Essay

Conflict

...CONFLICT T he success or failure of any organization is dependent upon the use of its indigenous, collective energies. When procedures are clear, the "esprit de corps" is high, and the business is said to be productive. But whenever people come together in one setting over a period of time, you can always expect conflict to find itself in the midst. The Webster’s dictionary defines conflict as a sharp disagreement or opposition of interests or ideas but from a more objective perspective, conflict is “a state in which one party perceive that another party has, or is about to negatively impact something that is important to the first party” (Robbins, 2006). The key word to note in this definition is “perceives”. Perceive is a concept that occurs within the mind. It is one’s interpretation of a situation or thing and does not necessarily have to be true. That might explain why on many occasions, a conflict that arises; may be unnecessary or misguided and result in wasted time. Causes of Conflict A s you may discern, the causes of conflict are numerous and each has their own accompanying challenges. Within the organization however, C. Brooklyn Derr in his book Major Causes of Organizational Conflict: Diagnosis for Action, stated that there are six (6) main causes of conflict: 1) The interpersonal disagreements that arise when one person is experiencing individual stress. People bring their whole selves to the workplace and they may...

Words: 2502 - Pages: 11

Premium Essay

Mgt 445

... | | |Organizational Negotiations | Copyright © 2009, 2006 by University of Phoenix. All rights reserved. Course Description This course provides an overview of negotiations in an organizational setting. Students learn negotiation processes and strategies, the role of stakeholder interests in negotiation, and how to apply these concepts to the workplace. Students also examine conflict management techniques and emerging negotiation trends in globalization and technology. Policies Faculty and students/learners will be held responsible for understanding and adhering to all policies contained within the following two documents: • University policies: You must be logged into the student website to view this document. • Instructor policies: This document is posted in the Course Materials forum. University policies are subject to change. Be sure to read the policies at the beginning of each class. Policies may be slightly different depending on the modality in which you attend class. If you have recently changed modalities, read the policies governing your current class modality. Course Materials Cellich, C., & Jain, S. C. (2004). Global business negotiations: A practical guide. Mason, OH: Thomson/South-Western. Coltri, L. S. (2004). Conflict diagnosis and alternative dispute...

Words: 2082 - Pages: 9

Free Essay

Personality Influence Negotiation

...Style Considerations in Effective Negotiation James L. Patterson, Ph.D., C.P.M. Associate Professor of Management Western Illinois University – Quad Cities 3561-60th Street Moline, IL 61265-5881 U.S.A. I. Introduction Most buyers and supply managers have been trained in the processes and mechanics of commercial negotiation and have had a significant experience in applying the tools and techniques that they have been taught. However, most commercial negotiators (buyers and suppliers alike) have not been sufficiently trained to identify and take advantage of the innate personality characteristics and tendencies that all humans have. This session will provide insight as to how the different personality styles of negotiators can affect the outcomes and process of a negotiation. Several simple models are discussed that can be used to predict and identify the different personality traits and related negotiating styles for more effective negotiation preparation and execution. It has been estimated that, even though most of us understand the basics of negotiation, 80% of us do not actually like to negotiate. In addition, we often perceive that we are better negotiators than we actually are, i.e., we tend to overestimate our personal effectiveness in achieving our desired outcomes in any given negotiation. Our supplier counterparts usually receive more negotiation training than we do, so they are better prepared and are often more effective. II. Negotiation as an Interactive Process The three...

Words: 3165 - Pages: 13

Premium Essay

Conflict Resolution

...Conflict Resolution Introduction Conflicts are a natural part of life and therefore a natural phenomenon in the education sector. In any school, there is the potential for conflict, because students may misunderstand one another, teachers may disagree on resource allocation, the administration may have issues with the staff parents may have some causes for complaint against the school or disagree on some of the school policies. The potential for conflict exists because people have different needs, views and values. But, when such conflicts are properly resolved, the atmosphere at school is more pleasant for everyone. Teachers can spend more time teaching and students can spend more time learning. Below is an analysis of the conflict resolution strategies which have been used to resolve conflicts in the education sector. Conflict Resolution Strategies in Schools 1. Mediation: This is a structured, goal oriented process that follows clear steps and resolves disputes confidentially. It helps disputing parties to assess their options realistically and reach mutually acceptable solutions. In mediation, an independent third party, the mediator, helps the parties involved in the conflict to talk with one another and to listen to one another’s grievances. Through this exchange of information, the parties gain insight into how the other is feeling about the situation, and they achieve understanding and respect. Mediation is a very effective conflict resolution strategy...

Words: 1078 - Pages: 5

Premium Essay

M-Core Problem Statement

...neighborhood. Many of the residents of New Oxford welcome the new facility, as a way to increase revenue for the area and create much needed new jobs. M-Core is attempting to build the new facility by purchasing the homes of the residents who currently occupy the land for a price above what the homes are worth. Most of the residents have been happy to take the company up on its offer but three residents have been unwilling to relocate and sell their homes. M-Core has asked the local politicians, including the mayor to help persuade the residents to sell their land. This paper will examine the problem facing M-Core and some of the possible solutions to the problem. Ultimately I will recommend a solution for M-Core to use to resolve the conflict between the company and the residents and how the company can evaluate the results of the solution. Describe the Situation Issue and Opportunity Identification M-Core is walking a fine line because the company wants to...

Words: 4498 - Pages: 18

Premium Essay

Third Party Conflict Resolution

...Third Party Conflict Resolution January 17, 2013 Third Party Conflict Resolution In the negotiation process, the use of third-party conflict resolutions often comes into play when parties cannot seem to reach an agreement regarding resolving mutual interests. These types of third-party conflict resolutions are: arbitration, collaboration, litigation and mediation. For the Seatcor Manufacturing Company, the use of third-party conflict resolution is necessary. The researchers of Team A have reported collaborative ideas of this case by (1) analyzing the possible intervention strategies, (2) applying what is thought to be the best strategy, (3) explained how the best strategy should resolve the conflict, and (4) developed a contingency plan in case the best strategy does not work, or is rejected. Intervention strategies Possible intervention strategies include negotiation, mediation, arbitration, litigation, collaboration and hybrids. Two types of hybrid intervention strategies are mediation – arbitration and arbitration-mediation. • Negotiation - There are four elements to the negotiation process, which include managing interdependence, engaging in mutual adjustment, creating or claiming value, and managing conflict. Negotiations consist of two or more parties be that individuals, groups, or organizations. A conflict of needs and desires exist between parties and the parties chose to negotiate. Parties expect a “give and take” process that is fundamental...

Words: 1784 - Pages: 8