Conflict Management &Conflict Management &

NegotiationNegotiation

Rex MitchellRex Mitchell

Fall 2011Fall 2011

Course OverviewCourse OverviewConflict Conflict ManagementManagement

– Understanding & diagnosing conflictsUnderstanding & diagnosing conflicts

Goals & interestsGoals & interests

PowerPower

– Evaluating & managing conflictsEvaluating & managing conflicts

– Effective communication skillsEffective communication skills

– Forgiveness & reconciliationForgiveness & reconciliation

Course Overview (cont.)Course Overview (cont.)

NegotiationNegotiation

– Basic conceptsBasic concepts

– ““Principled negotiation”Principled negotiation”

– PreparationPreparation

– EthicsEthics

– Negotiation simulation in teamsNegotiation simulation in teams

Engage with the readingsEngage with the readings

What seems important here, what do I like, What seems important here, what do I like, agree with, find useful? Why?agree with, find useful? Why?

– Highlight, make margin notesHighlight, make margin notes

How might I apply one or more concepts in my How might I apply one or more concepts in my life – now and in the future?life – now and in the future?

Are there things I disagree with and/or would Are there things I disagree with and/or would modify or expand on? Why? How?modify or expand on? Why? How?

Is important to create your own reading notes or Is important to create your own reading notes or concept mapconcept map

CreativityCreativity

Understanding & Diagnosing Understanding & Diagnosing ConflictsConflicts

Quick, First Responses, PleaseQuick, First Responses, Please

When there’s a conflict, I feel....When there’s a conflict, I feel....

In a conflict situation, I usually....In a conflict situation, I usually....

In a conflict situation, I would like to…In a conflict situation, I would like to…

You can tell that people are in conflict by...You can tell that people are in conflict by...

When I see two people in conflict, I think...When I see two people in conflict, I think...

After a conflict, people usually…After a conflict, people usually…

What is conflict?What is conflict?

What is negotiation?What is negotiation?

Conflict is an expressed struggle Conflict is an expressed struggle

between at least two interdependent between at least two interdependent

parties who perceive incompatible parties who perceive incompatible

goals, scarce resources, and/or goals, scarce resources, and/or

interference from others in achieving interference from others in achieving

their goalstheir goals

Conflict can have bothConflict can have bothnegative & positive effectsnegative & positive effects

Some negatives?Some negatives?

Some positives?Some positives?

Course OverviewCourse OverviewConflict Conflict ManagementManagement

– Understanding & diagnosing conflictsUnderstanding & diagnosing conflicts

Goals & interestsGoals & interests

PowerPower

– Evaluating & managing conflictsEvaluating & managing conflicts

– Effective communication skillsEffective communication skills

– Forgiveness & reconciliationForgiveness & reconciliation

We May Differ Over…We May Differ Over…

Data and informationData and information

AssumptionsAssumptions

GoalsGoals

ExpectationsExpectations

Methods and preferred solutionsMethods and preferred solutions

ValuesValues

Organizations and groups differ Organizations and groups differ in how conflict is viewed and in how conflict is viewed and

managedmanaged

Make a few notes re this:Make a few notes re this:

– In your work group (or family)In your work group (or family)

– In your company (or other organization)In your company (or other organization)

Share in groupShare in group

Note similarities & differencesNote similarities & differences

Conflict Episode ModelConflict Episode Model

States ofIndividuals

+ Stimulus

FrustrationsConceptualizations

BehaviorsOutcomes

Conflicts can escalate & de-Conflicts can escalate & de-escalateescalate

Indications of Conflict Indications of Conflict EscalationEscalation

CompetitionCompetition

Claiming righteousness, moral superiorityClaiming righteousness, moral superiority

Not listeningNot listening

Spreading to new issues and situationsSpreading to new issues and situations

Dealing in personalitiesDealing in personalities

Violating social normsViolating social norms

Intentional hurtIntentional hurt

Insults and threatsInsults and threats

Some Ways to De-escalateSome Ways to De-escalate

Listening, trying to understandListening, trying to understand

Showing concern for others’ feelingsShowing concern for others’ feelings

Appealing/suggesting de-escalationAppealing/suggesting de-escalation

Goodwill gestures, concessionsGoodwill gestures, concessions

Expressing feelingsExpressing feelings

Finding integrative alternativesFinding integrative alternatives

““Recognizing” the other human beingRecognizing” the other human being

Conflict Episode ModelConflict Episode Model

States ofIndividuals

+ Stimulus

FrustrationsConceptualizations

BehaviorsOutcomes

Exercise on Attitudes About Exercise on Attitudes About ConflictConflict

Individually, score 1-6 (6 = strongly agree) your Individually, score 1-6 (6 = strongly agree) your degree of agreement with each of the statements, degree of agreement with each of the statements, applied to youapplied to you

In pairs:In pairs:– Identify statements with largest score spreadsIdentify statements with largest score spreads– Discuss some of theseDiscuss some of these

Would you help me understand why you answered Would you help me understand why you answered as you did?as you did?

Was it like this in your family of origin?Was it like this in your family of origin?

How well has this worked for you?How well has this worked for you?

Goals and InterestsGoals and Interests

Course OverviewCourse OverviewConflict Conflict ManagementManagement

– Understanding & diagnosing conflictsUnderstanding & diagnosing conflicts

Goals & interestsGoals & interests

PowerPower

– Evaluating & managing conflictsEvaluating & managing conflicts

– Effective communication skillsEffective communication skills

– Moderating conflictsModerating conflicts

– Forgiveness & reconciliationForgiveness & reconciliation

Objectives (aka Goals)Objectives (aka Goals)

““If you don't know where you're going, you If you don't know where you're going, you might wind up somewhere else.” (Yogi Berra)might wind up somewhere else.” (Yogi Berra)

Distinguish among objectives (= goals), Distinguish among objectives (= goals), interests, positions, strategies, & actionsinterests, positions, strategies, & actions

Define goals in terms of results and Define goals in terms of results and outcomes, not actionsoutcomes, not actions

Frame as positive results to be achieved Frame as positive results to be achieved rather than problems to be avoidedrather than problems to be avoided

Several Types of GoalsSeveral Types of Goals

CContentontent

RRelationalelational

IIdentity (self-esteem)dentity (self-esteem)

ProcessProcess

… …..CRIP (aka TRIP)CRIP (aka TRIP)

Goals and InterestsGoals and Interests

Interest: underlying need, desire, or Interest: underlying need, desire, or concernconcern

Goal (objective): desired outcome or resultGoal (objective): desired outcome or result

Position: stated action, result, or proposalPosition: stated action, result, or proposal

Strategy: method for achieving a goalStrategy: method for achieving a goal

Action: specific steps to takeAction: specific steps to take

Is this an Interest, Goal, Strategy, Is this an Interest, Goal, Strategy, Position, or Action?Position, or Action?

Make $60,000 this yearMake $60,000 this year

I need more money with the arrival of a I need more money with the arrival of a second childsecond child

I think I deserve a 7% salary increaseI think I deserve a 7% salary increase

I will first try to negotiate an increase in my I will first try to negotiate an increase in my salary, then, if necessary, I will search for salary, then, if necessary, I will search for a second part-time joba second part-time job

Contact the placement office in my Contact the placement office in my professional society re part-time jobsprofessional society re part-time jobs

Increase profits to $1.58/share for this Increase profits to $1.58/share for this yearyear

We need to hire more workersWe need to hire more workers

Impress the division headImpress the division head

Start work on the paper at least a week Start work on the paper at least a week before it is duebefore it is due

ApplicationApplication

(Individually) Pick a current or recent conflict (Individually) Pick a current or recent conflict situation involving you:situation involving you:

– Should be fairly complexShould be fairly complex

– Because we will return to it several times to Because we will return to it several times to apply different conceptsapply different concepts

Application – Part 1Application – Part 1

Individually:Individually:– Pick a current or recent conflict situationPick a current or recent conflict situation

– Identify what are/were your CRIP goalsIdentify what are/were your CRIP goals

– What are/were the CRIP goals of one or more What are/were the CRIP goals of one or more others involvedothers involved

In groups of two or three:In groups of two or three:– Take turns describing your conflict situation Take turns describing your conflict situation

(briefly) & your draft of CRIP goals(briefly) & your draft of CRIP goals

– Group helps you probe for additional or clearer Group helps you probe for additional or clearer interests/goalsinterests/goals

POWERPOWER

PowerPower: potential ability to influence : potential ability to influence behavior, events …get people to do things behavior, events …get people to do things they would not do otherwisethey would not do otherwise

Influence, politicsInfluence, politics: processes & actions : processes & actions through which potential power is usedthrough which potential power is used

LeadershipLeadership: art of mobilizing others to : art of mobilizing others to want to struggle for shared aspirationswant to struggle for shared aspirations

Sources of PowerSources of Power

Formal authority & reputationFormal authority & reputation

ResourcesResources

System connections & positioningSystem connections & positioning

ExpertiseExpertise

PersonalPersonal

1. Formal authority & reputation1. Formal authority & reputationShould distinguish between theseShould distinguish between these

Formal authority particularly important Formal authority particularly important where?where?– MilitaryMilitary– PolicePolice– Some government organizationsSome government organizations

Formal relatively less important where?Formal relatively less important where?– New organizationsNew organizations– High-tech, R&D organizationsHigh-tech, R&D organizations– UniversitiesUniversities

2. Resources2. Resources

ControlControl

AcquisitionAcquisition

CreationCreation

… …giving ability to reward and punishgiving ability to reward and punish

3. System connections & 3. System connections & positioningpositioning

CentralityCentrality

Political accessPolitical access

VisibilityVisibility

Relevance (alignment)Relevance (alignment)

CriticalityCriticality

DiscretionDiscretion

Non-substitutabilityNon-substitutability

4. Expertise4. Expertise

KSAs (knowledge, skills, abilities)KSAs (knowledge, skills, abilities)

PerformancePerformance

Professional credibilityProfessional credibility

Fit with organizational needs & prioritiesFit with organizational needs & priorities

5. Personal5. PersonalCharismaCharisma

AttractivenessAttractiveness

Energy, staminaEnergy, stamina

FocusFocus

DeterminationDetermination

Interpersonal skillsInterpersonal skills

Personal reputationPersonal reputation

FlexibilityFlexibility

Able to engage effectively, even confrontAble to engage effectively, even confront

Able to let others get creditAble to let others get credit

Three Propositions I BelieveThree Propositions I Believe

Power is necessary and is neither good Power is necessary and is neither good nor bad inherentlynor bad inherently

Influence is a form of power that tends to Influence is a form of power that tends to reduce the potential for negative effectsreduce the potential for negative effects

Power and love are not a dichotomyPower and love are not a dichotomy

Good to Great CompaniesGood to Great Companies

Jim CollinsJim Collins

““Good is the enemy of great”Good is the enemy of great”

Identified a group of elite companies that Identified a group of elite companies that made the leap to great results & sustained made the leap to great results & sustained for 15 yearsfor 15 years

Cumulative stock returns >7 times marketCumulative stock returns >7 times market

One factor was “Level 5 leaders”One factor was “Level 5 leaders”

Level 5 Leaders…Level 5 Leaders…

Build enduring greatness through a paradoxical blend of personal humility and unwavering professional resolve

Are ambitious first and foremost for the company, not themselves

Set up their successors for even greater success in the next generation

Are more work horse than show horse

Look elsewhere to give credit for successes

Look in the mirror when things go poorly

Discuss in groupsDiscuss in groups

Discuss assigned one of:Discuss assigned one of:

1.1. Application 4.1 p.104-105, discuss what you were Application 4.1 p.104-105, discuss what you were taught or have “learned” about power from your lifetaught or have “learned” about power from your life

2.2. Interests, rights, power (p.107)Interests, rights, power (p.107)

3.3. Denying power use (p.112ff), including passive-Denying power use (p.112ff), including passive-aggressive behaviors (p.125-126)aggressive behaviors (p.125-126)

4.4. Power imbalances (p.126-131 & ff)Power imbalances (p.126-131 & ff)

Report major points to classReport major points to class

Let’s Process Class So FarLet’s Process Class So Far

What was useful – and should be done in What was useful – and should be done in the future?the future?

What could be improved in the future?What could be improved in the future?