MGT6961 - Conflict and Negotiation

31%

59%

A process resulting in the perceptions of two parties that they are working in opposition to each other in ways that result in feelings of discomfort and/or animosity

Interpersonal disagreements manifested in tension, annoyance, and animosity among group members

Refers to incompatible views, ideas, and opinions among group members about the content of their decisions

Someone always challenges ideas

The items/currencies that are on the table for explicit agreement

One party's stance on the issues

Underlying concerns that would be affected by the deail

• Can be used to create value
• When each party places different value on issue
• "win-win"

• Can only be used in dividing value
• When each party places same value on issue
• "win-lose"

• Framing - How to state points
• Anchors and reference points - Comparison to similar details
• Be the first mover
• Maximize and publicize your BATNA (Best alternative to negotiation agreement)

• Understand the other side - bounded rationality, framing, anchoring, availability
• Understand yourself

• Focus on interests first, positions second
• Search for positions on issues that allow you to meet the interests of both parties
• Subordinate goals - "increase the size of the pie"

7.6%

$15,000

• Social forces
• Even when they negotiate, they get less
• Locus of control - external/internal forces
• Set less aggressive goals
• Expecting less

• Interest-based
• Express emotions
• Get help
• Disarming the tough guys - Negotiation jujitsu
• Practice

The ability of one person or group to cause another person or group to do something they otherwise might not do

Activities in which managers engage to increase their power and to pursue goals that favor their individual and group interests

Decision making characterized by active disagreement over which organizational goals to pursue and how to pursue them

A group of managers who have similar inters and join forces to achieve their goals

Power that originates from a person's position in an organization

The power to control and use organizational resources to accomplish organizational goals

The power to give pay raises, promotion, praise, interesting projects, and other rewards to subordinates.

The power to give or withhold punishment

the power that stems from access to and control over information.

Power that stems from personal characteristics such as personality, skills, and capabilities

Informal power that stems from superior ability or expertise

Informal power that stems from being liked, admired, and respected.

An intense form of referent power that stems from an individual's personality or physical or other abilities, which induce others to believe in and follow that person.

the struggle that arises when the goal-directed behavior of one person or group blocks the goal-directed behavior of another person or group

A process in which groups with conflicting interests meet together to make offers, counteroffers, and concessions to each other in an effort to solver their differences.

An outsider skilled in handling bargaining and negotiation

A neutral third party who tries to help parties in conflict reconcile their differences

A third party who has the authority to impose a solution to a dispute