The objective is to identify conflict and negotiation strategies for use in business.

Ever buy a used car? Did you get a good deal or get taken to the cleaners? How about in the workplace? Do you avoid conflict or seek it out? Regardless of the situation, conflict and negotiation tend to be par for the course.

1. How might you describe your conflict management and negotiating style using an example from your personal life?

• How/what situation might you identify, what you did and what the other party did, and note whether the situation was a success?
• We had to pay particular attention to Exhibit 14-3, Exhibit 14-4, Exhibit 14-5, and Exhibit 14-6 for terminology use. Please see below...

Exhibit 14-4 Conflict-Intensity Continuum Annihilatory I Overt efforts to destroy the other party conflict Aggressive physical attacks Threats and ultimatums Assertive verbal attacks Overt questioning or challenging of others Minor disagreements or misunderstandings No conflict Swinger Based on S. P. Robbins, Managing Organizational Conflict: A Nontraditional Approach Wager Saddle River NIP zai 93 97: and F. Glasi, "The Process of Conthet Escalation and the Roles of Third Parties " In G. BL Bamers and ki eds.), Conflict Management and industrial Relations (Boston: Kluwer Nijhoff. 1982). 119-40.Exhibit 14-3 Dimensions of Conflict-Handling Intentions Competing Collaborating Assertive Assertiveness Compromising Unassertive Avoiding Accommodating Uncooperative Cooperative Cooperativeness Source: Figure from "Conflict and Negotiation Processes in Organizations" by K. Thomas in M. D. Dunnette and L. M. Hough (eds.). Handbook of Industrial and Organizational Paychology, 2/e. vol. 3 (Palo Alto, CA: Consulting Psychologists Press, 1952), 668, Used with permission. which one party attempts to satisfy the other party's concerns)-we can iden- tify five conflict-handling intentions: competing (assertive and uncooperative), collaborating (assertive and cooperative), avoiding (unassertive and uncoopera- tive), accommodating ( unassertive and cooperative), and compromising (midrange on both assertiveness and cooperativeness).19 Competing When one person seeks to satisfy his or her own interests regardless of the impact on the other parties in the conflict, that person is competing. We are more apt to compete when resources are scarce. Collaborating When parties in conflict each desire to fully satisfy the con- cerns of all parties, there is cooperation and a search for a mutually beneficial outcome. In collaborating, parties intend to solve a problem by clarifying differ- ences rather than by accommodating various points of view. If you attempt to find a win-win solution that allows both parties' goals to be completely achieved, that's collaborating. Avoiding A person may recognize a conflict exists and want to withdraw from or suppress it. Examples of avoiding include trying to ignore a conflict and keeping away from others with whom you disagree. Accommodating A party who seeks to appease an opponent may be willing to place the opponent's interests above his or her own, sacrificing to maintain he relationship. We refer to this intention as accommodating. Supporting E omeone else's opinion despite your reservations about it, for example, is frommodating.Exhibit 14-6 Distributive versus Integrative Bargaining Bargaining Distributive Integrative Characteristic Bargaining Bargaining Goal Get as much of the pie as Expand the pie so that both possible parties are satisfied Motivation Win-lose Win-win Focus Positions ("I can't go Interests ("Can you explain why beyond this point on this this issue is so important to you?" issue.") Interests Opposed Information sharing Congruent Low (Sharing information will only allow other party High (Sharing information wil to take advantage) allow each party to find ways to Duration of relationship satisfy interests of each partyl Short term Long termExhibit 14-5 Conflict Management Techniques Conflict-Resolution Techniquey Meeting face to face for the purpose of Identifying the problem and resolving it through open discusion. Creating a shared goal that cannot be attained without the cooperation of each of the conflicting parties hipation of redowas Expanding the supply of a scarce resource (for example, money, promotion, opportunities, office spacel. withdrawing from or suppressing the conflict. Playing down differences while emphasizing common interests between the conflicting parties, Compromise Having each party to the conflict give up something of value. Authoritative command Letting management use its formal authority to resolve the conflict and then communicating its detires to the panties moved. Altering the human variable Using behavioral change techniques such as human relations training to after attitudes and behavior that cause conflict. Alning the structured variables Changing the formal organization structure and the interaction patterns of conflicting parties through job rodesign, transfers, creation of coordinating positions, and the Ike. Conflict.Stimulation Techniques Using ambiguous or threatening messages to Increase conflict levity Bringing in outsider Adding employees to a group whose badogrounds, wlurk attitudes, or managerial styles differ from those of prevent members. eltructuring the organization Realigning work groups altering rules and regulations, Increating imerdependence, and making simbar structural changes to disrupt the status quo, pointing a doull's advocate Designating a critic to purposely argue against the majority positions held by the group