Management 6938 WEEK 5

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Management 6938WEEK 5

• Strategic Management of Organizational Conflict
  Managing Difficult Negotiations
• ?Class Activities
• Submit Course Exam
• Discussion Managing Organizational Difficult
  Negotiations
• Review Project Requirements
• Team Project Time

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Individual Organizational Conflict

• Three Ways of Managing Conflict
• Power Contests Dominating Organization
• Rights Contests Litigating Organization
• Reconciliation Mediating Organization
• Basic Nature perceive to divergent interest as
  competing interests
• Role Self Discovery

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Conflict Management Strategy

• Decision-Making
• Do You Agree with the following statements?
• Every decision made needs informational input
  from others???
• When multiple people are involved in making a
  decision, there is greater chance of power
  rights contests influencing the decision.
• Three Dimensions
• Competencies
• Structure
• Culture (Roadblocks comfort, conformity
  cognitive biases)

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Getting From Here to . There

• The Six Steps.
• Assessment
• Planning
• Core Competencies (Identify, develop and
  establish)
• Modify Structure (congruent with Competencies)
• Modify Culture (supportive of Structure)
• Reassessment (evaluate the effective of the
  change)

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Identifying and Removing Obstacles

• Structural Obstacles
• Low Accountability
• Limited Same Time/Same Place Opportunity
• Time Constraints
• Cultural Obstacles
• Low Openness for Volunteering or Feedback
• Denial of Conflict
• Competitiveness

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Force Field AnalysisOvercoming Obstacles

• A Problem-Solving, Action Planning Technique
• Driving Forces (enhancing the desired goal)
• Restraining Forces (blocking the desired goal)
• Each of the Forces (obstacles) are to identified,
  prioritized and discussed as to their effect on
  present state (status quo) and on achieving the
  desired state (goal)

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Strategies for Resolving Impasse Joint Approaches

• Reducing Tension and Synchronizing De-escalation
• Improving the Accuracy of Communication
• Controlling Issues
• Establishing Common Ground
• Enhancing the Desirability of Options to the
  Other Party

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Reducing Tension and Synchronizing De-escalation

• Separating the Parties
• Declare a recess, call a caucus, or agree to
  adjourn
• Tension Release
• A witty remark, cracking a joke\
• Acknowledging the Others Feelings Active
  Listening
• Respond with statements that probe for
  confirmation and elaboration
• Synchronizing De-escalation
• Decide on a small concession that each side could
  make to signal good faith

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Improving the Accuracy of Communication

• Role Reversal
• Put self in the other partys shoes
• Can provide useful and surprising insights
• Imaging Ask parties to engage in the following
  separately, and then exchange this information
• 1. Describe how they see themselves
• 2. Describe how the other party appears to them
• 3. State how they think the other party would
  describe them
• 4. State how they think the other party sees
  themselves
• Usually produces animated discussions
• Often recognize that many apparent differences
  are not real

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Controlling Issues

• Fractionate the Negotiations dividing a large
  conflict into smaller parts
• Reduce the number of parties on each side
• Control the number of substantive issues involved
• State issues in concrete terms rather than as
  principles
• Restrict the precedents involved, both procedural
  and substantive
• Search for ways to fractionate the big issues
• Depersonalize issues Separate them from the
  parties advocating them

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Establishing Common Ground

• Superordinate goals
• Common enemies
• Common expectations
• Manage time constraints and deadlines
• Reframe the parties view of each other
• Build an integrative framework

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Superordinate Goals Common Enemies

• Superordinate goals
• Common goals
• Both parties desire them
• Both parties must cooperate to achieve them
• Common enemies
• Negative form of superordinate goal
• Find motivation to resolve differences to defeat
  a common enemy

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Build an Integrative Framework

• Ways of redefining issues to create a common
  perspective from which initial positions appear
  more compatible
• Build trust
• Train the parties in integrative negotiation
• Search for semantic resolutions
• Generate creative alternatives

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Enhancing the Desirability of Options to the
Other Party

• Give the other party a yesable proposal
• Ask for a different decision
• Sweeten when possible the offer rather than
  intensifying the threat
• Use legitimacy relevant or objective
  facts/evidence criteria to evaluate solutions

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Mismatched Models International and Otherwise

• Responding to the Other Sides Hard Distributive
  Tactics
• Responding When the Other Side Has More Power
• The Special Problem of Handling Ultimatums
• Responding When the Other Side Is Being Difficult

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Responding to the Other Sides Hard Distributive
Tactics

• Ignore them
• Call them on it
• Respond in kind (tit for tat)
• Offer to change to more productive methods

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Responding When the Other Side Has More Power

• Negotiators can
• Protect themselves
• Keep in mind their real interests
• Excessive accommodation will not serve the
  low-powered party well over the long term
• Cultivate their best alternative (BATNA)
• Lack of a BATNA gives negotiators less power and
  limits what they can achieve
• Formulate a trip wire alert system.
• warning signal when bargaining gets close to the
  walkaway point
• Correct the power imbalance (Low-power parties
  taking power, High-power parties giving power or
  Third parties managing the transfer and balance
  of power)

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Handling Ultimatums

• Ultimatums have three components
• 1. A demand
• 2. An attempt to create a sense of urgency, such
  that compliance is required
• 3. A threat of punishment if compliance does not
  occur
• Try a reasonable approach
• Be forthright in addressing the ultimatum
• Make sensible, reasonable counteroffers
• Engage the offerer in joint problem solving
• If that fails agree to the ultimatum, subject
  to some qualifying event or condition

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Responding When the Other Side Is Being Difficult

• Some people are invariably difficult
• Difficult people do what they do because it works
  for them
• Negotiators reinforce the behavior by giving in
  to it
• Difficult people may continue their ways because
  they are not aware of the long-term costs
• Cope with invariably difficult people by
  contending with their behavior on equal terms