Negotiation and conflict resolution
Prepared by msc.Flutura Xhabija
SHGPAZ, Albania
24/06/2014
SEECEL PROJECT
1
Session Two:
What is Negotiation?
Phases of Negotiation
Session One:
Course Overview
negotiation skills
• Often we all negotiate and the benefits of
good negotiation skills.
• Importance of preparing for the negotiation
process, regardless of the circumstances.
• Various negotiation styles and their
advantages and disadvantages.
Session Two:
What is Negotiation?
Defining Negotiation (I)
• Strategies for dealing with tough or unfair
tactics.
• When you hear the word “negotiation” what
picture comes to mind?
• Often, we think of atmosphere that is tense,
negotiators who are tough, and stakes that
are high.
• The reality is that we negotiate a lot, and
many negotiations are quite amicable.
Session Two:
What is Negotiation?
Defining Negotiation (II)
• Negotiation is a process centered on a
discussion that is intended to produce an
agreement.
• Negotiating involves issues of ego,
leveraging, saving face, being right, and
compromise.
• Negotiation often leads to compromises.
Session Two:
What is Negotiation?
Defining Negotiation (III)
• When negotiation is not effective, there are
other options.
• We are all negotiators.
• Negotiation takes place over a period of
time and moves through a series of steps.
• Successful negotiation also opens the way
for more negotiation.
Session Two:
What is Negotiation?
Defining Negotiation
Negotiation methods can be judged by
three criteria:
• Conclusion should include an agreement
• The process and result should be efficient
• The relationship between the negotiators
should not be damaged and may improve
Session Two:
What is Negotiation?
Types of Negotiation (I)
Integrative/Distributive
• Parties are looking for different things as
they approach the negotiation
• Integrative negotiations are commonly
referred to as “win-win”
• Distributive negotiations are referred to as
“win-lose”
Session Two:
What is Negotiation?
Types of Negotiation (II)
Inductive/Deductive/Mixed
• The inductive method involves starting on
small details and working upward
• Deductive negotiations start with an agreedupon strategy and then work out the details
• Mixed negotiations are a blend of inductive
and deductive methods
Session Two:
What is Negotiation?
Types of Negotiation (III)
Soft/Hard/Principled
• Soft and hard bargaining involves
negotiating a position rather than interests.
• Roger Fisher, William Ury, and Bruce Patton
recommend principled negotiation, which
relies on interests rather than positions.
Session Two:
What is Negotiation?
Types of Negotiation (IV)
Alternative Dispute Resolution
• Alternative Dispute Resolution (ADR) is a
popular alternative to negotiation.
• ADR allows the negotiating parties to take
advantage of a formal dispute resolution
process using mediators or facilitation.
• Negotiating partners must both be satisfied
with the outcome.
Session Two:
What is Negotiation?
Types of Negotiation (V)
Non-Negotiable Positions vs. Options
• As a negotiator, you must not go to the table
with non-negotiable positions.
• If you elect to draw the line, you must know
your limits and the room you have to
negotiate.
• Just because someone says no to your
request does not mean you have asked the
only question that is available.
Session Two:
What is Negotiation?
Types of Negotiation (VI)
• A good negotiator is prepared to use
several possible approaches and formulas.
• They often ask questions more than they
provide answers.
• They can assess a situation, including the
expertise of the parties involved, and adapt
their approach to suit the occasion.
Session Two:
What is Negotiation?
Types of Negotiation (VII)
• At the beginning of a negotiation, it is
important to establish an approach that
will be agreed upon between the parties.
• It is equally important to recognize when
the formula is getting in the way of making
progress because it is too rigid and needs to
be tailored to the situation.
Session Two:
What is Negotiation?
Positional Bargaining
• Argue based on principle instead of
positions
• Arguing chips away at relationships
• The softer side
• Principled negotiation works
• Focus on the problem, not the people
• Negotiators are people first
Session Two:
What is Negotiation?
Principled Negotiating
• Soft negotiators want to create a conflict-free
environment and make concessions readily in
order to reach agreement.
• Hard negotiators approach a situation as a
battle of wills.
• Principled negotiation is based upon a
commitment to mutual gain, so the benefit to
both parties is clear.
Session Two:
What is Negotiation?
Principled Negotiating (II)
There are three basic negotiating styles:
• Co-operative style
• Aggressive style
• No pattern
CONFLICT RESOLUTION
24/06/2014
SEECEL PROJECT
18
Session One:
what conflict
• What conflict is and how it can escalate.
• The types of conflict and the stages of conflict.
• Five most common conflict resolution styles and when
to use them.
• Flow through non-verbal and verbal communication
skills.
• Develop effective techniques for intervention
strategies.
• Become more confident of your ability to manage
conflicts to enhance productivity and performance.
Session Two:
Defining Conflict
What is Conflict?
• A disagreement is a change to a relationship
that disrupts the normal routine.
• Conflict is more serious, and is a consequence
of the disagreement.
• Conflict includes a threat to someone’s needs,
concerns, or interests.
• Problem solving strategies are essential
for conflict management.
Session Two:
Defining Conflict
What is Conflict?
Assumptions
• Conflict is avoidable.
• Conflict produces inappropriate reactions by
the people involved.
• Conflict creates polarization within the
organization.
• We should avoid conflict.
Session Two:
Defining Conflict
Positives and Negatives
Positives
Negatives
• Helps people see other
options or points of view
• Clears the air
• Encourages creativity
• Leads to better decisionmaking
•
•
•
•
Broken relationships
Work disruption
Can be expensive
Can create barriers not
there before
• May cause people to leave
work they enjoy
• May lead to bad decisions
Session Two:
Conflict resolution styles
Competitive:
People who tend towards a competitive style take a firm
stand, and know what they want. They usually operate
from a position of power, drawn from things like position,
rank, expertise, or persuasive ability. This style can be
useful when there is an emergency and a decision needs
to be made fast; when the decision is unpopular; or when
defending against someone who is trying to exploit the
situation selfishly. However it can leave people feeling
bruised, unsatisfied and resentful when used in less
urgent situations.
Session Two:
Conflict resolution styles
Collaborative:
People tending towards a collaborative style try to
meet the needs of all people involved. These
people can be highly assertive but unlike the
competitor, they cooperate effectively and
acknowledge that everyone is important. This style
is useful when you need to bring together a variety
of viewpoints to get the best solution; when there
have been previous conflicts in the group; or when
the situation is too important for a simple trade-off.
Session Two:
Conflict resolution styles
Compromising:
People who prefer a compromising style try to find
a solution that will at least partially satisfy
everyone. Everyone is expected to give up
something, and the compromiser him- or herself
also expects to relinquish something. Compromise
is useful when the cost of conflict is higher than the
cost of losing ground, when equal strength
opponents are at a standstill and when there is a
deadline looming.
Session Two:
Conflict resolution styles
Accommodating:
This style indicates a willingness to meet the needs of
others at the expense of the person's own needs. The
accommodator often knows when to give in to others,
but can be persuaded to surrender a position even when
it is not warranted. This person is not assertive but is
highly cooperative. Accommodation is appropriate when
the issues matter more to the other party, when peace is
more valuable than winning, or when you want to be in a
position to collect on this "favor" you gave.
Session Two:
Conflict resolution styles
Avoiding:
People tending towards this style seek to evade the
conflict entirely. This style is typified by delegating
controversial decisions, accepting default decisions,
and not wanting to hurt anyone's feelings. It can be
appropriate when victory is impossible, when the
controversy is trivial, or when someone else is in a
better position to solve the problem. However in
many situations this is a weak and ineffective
approach to take.