deborah dysart-gale general studies unit [email protected] conflict and negotiation
TRANSCRIPT
Our Agenda (if that’s ok with you)
• What is negotiation and how do we do it?• How do we become negotiators?• What are some cultural variances in
negotiation?• Some practical exercises
WHAT ARE WE TALKING ABOUT?Jameson, Bodtker, Porch & Jordan, 2009
What does Conflict do?
• Distributes goods• Defines problems/questions• Delineates power relationships• Establishes entitlements
Negotiation
Is• Defining problems• Persuasion• Compromise• Competition• Problem definition• Problem solution• Social process• Emotional investment
Maybe is NOT• Arbitration• Mediation
Definitely is NOT• Coercion• Withdrawal• Algorithm• Tears, pouting, shouting
Assign Your Preference, 1—6
Divide the Spoils
• Split up the candy• Assign each candy its point value from 1-6 as
listed on your assessment sheet• Add up your points
Sample Assessment
• 1. Riesen• 2. Tootsie Roll• 3. Crystal hard candy• 4. Caramel• 5. Filled hard candy• 6. Icy Square• Total Score: 11
NEGOTIATE AN EQUAL SCORE
Results
Outcomes• Win-Win• Win-Lose
• No Advantage• No Decision
Activities• Information– Share– Withhold
• Dissemble• Compromise• Resolution strategies– Partial– Open field
GENERALITIES AND COMMONALITIES
Recchia, Vickar & Ross, 2010Ram & Ross, 2008
Strategic Orientations
Approaches to Conflict Management
Dominatin
g
Collaborating
Avoiding
Accommodatin
g Compromising
Approaches to Conflict
Approach Personal Goals
Personal Relations
Outcome
Collaboration high high Win-Win
Domination high low Win-Lose
Compromise moderate moderate Mutual Acceptability
Avoidance low low No deal
Accommodation low high Giving in
Kids’ Tactics
What works• Information sharing– Resources– Personal preferences
• Asking questions• Proposing solutions• Alternative actions
What doesn’t• Position commitments• Threats• Verbal abuse• Self-serving arguments
What Kids Learn
• Fighting vs. constructive conflict management• Define stakeholders’ goals• Appreciate opponents’ reasoning, strategies
and tactics• Discern possible mutually agreeable outcomes• Assess benefits of third party arbitration
Negotiations within Families
• Young siblings; older-younger sibling pairs–Domination
• Older children –Collaboration; compromise; stand-offs
• Children-adults–Domination; compromise
• Adults–Domination; avoidance
CULTURE AND NEGOTIATION
Tsai & Chi, 2009Rose et al. 2007Kuttner, 2010Hofstede: www.geert-hofstede.com
Hofstede’s Cultural Dimensions
• High vs. Flat Power Distance• Uncertainty Avoidance vs. Tolerance• Individualism vs. Collectivism• Harmony vs. Assertiveness– Femininity vs. Masculinity
• Long vs. Short-term Orientation
Culture and Conflict Management
Domination Collaboration Accomodation Compromise Avoidance
High Distance High Distance High Distance
Low Distance Low Distance
Risk Intolerant Intolerant
Risk Tolerant Risk TolerantHarmony Harmony
Assertiveness Assertiveness
Individualism Individualism
Collectivism Collectivism
Short-term Short-term
Long-term Long-term
DIFFERENTIATING AND FRAMING – A COMMUNICATIVE APPROACH
Putnam, 2010Putnam, 2004
Differentiation
• Explore and develop the issue– Change terms, shift focus
• Listen to what’s not said– Change negative to positive statements
• Don’t be too quick to settle– “Marry negotiate in haste, regret at leisure”
• Don’t lose your rhythm!– Balance harmony and disagreement
Explore the Issue
• How is the issue depicted?– “We need to save for our retirement!”– “We don’t make enough money to save!”
• What alternative constructions can you find?– “We don’t make enough money to save!”– “Oh, my gosh! We’re paying way too much in
taxes! We need to reduce how much we pay. Can we put some in an RRSP?”
Listen to the (Silent) Words!
• Information is rarely shared directly.• What sort of alternate arguments are acceptable?• Change negatives to positives; ask questions
“You never let me do anything!!” “Do you think I treat you as if you’re
younger than you are?” “Do you think you have enough time with
your friends?”• What’s between the lines?
Beware of pseudo-agreements
• Conditions agreed to rapidly may not be satisfactory in the long run– “We have to decide who pays for the roof repairs.”– “But you already agreed to pay for it. You can’t
keep going back on our agreement!” • What remains on the table can be evolve– “Maybe we should get bids for putting up solar
panels.”
Harmony Disharmony Symphony
• Too much of a resonance = premature agreement
• Too much disonance = no agreement• Keep it (relatively) light– Ask questions; provide information; explore
possible solutions; “float balloons”
Framing
• What are the agreements and disagreements about:– the facts?–What the facts mean?–What we need to do about the situation?
Framing Facts
• Facts– Google questions• Acceptability of source
• How do we label these facts?Domestic hunger• “Distribution”; “Politics”; “Urban Planning”
Meaning Determines Action
• Labels determine the meaning• “Distribution”–Supermarkets, Charitable Agencies, Local
Social Service Network • “Politics” –Ottawa/Quebec
• “Urban Planning”–Local Government, Citizen Groups
Operationalizing
Systematic questioning•Origins of problems, alternative
solutions, innovative resolutions• Leads to collaborative, co-
constructed new meanings
In Summary
• Issue vs. Relationship Orientation to Conflict• Approaches to Conflict• Outcomes of Negotiations• Developmental Aspects of Negotiation• Cultural Aspects of Negotiation• Dealing with Conflict through Differentiating
and Reframing