Negotiation & Conflict: Tools for
resolving conflict at work
CONFLICT RESOLUTION PROJECT PAPER RUBRIC (Week 5)
Does the paper:
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Describe the conflict/issue?
Identify the source/ triggers of the conflict?
Perform an interests analysis?
Assess the negotiation style and practices of the participants?
Assess power and alternatives to a negotiated agreement?
Consider diversity issues at play in the conflict/issue?
Describe resolution and/or solution recommendations?
Writing mechanics- punctuation, grammar, spelling, sentence
structure.
 Evidence of research- scholarly journals, texts as well as properly
cited and referenced in APA format.
 Organization of paper- well-structured introduction, body, summary
and recommendations. Logical and smooth progression of ideas.
Not all conflict is bad.
 Identifies strengths and weaknesses.
 Creates competitiveness, which can increase
productivity.
 Identifies alternatives for resolution and improvement.
 Identifies new opportunities.
 Promotes growth.
 Promotes critical thinking.
Responses to conflict
 Avoidance.
 Accommodation.
 Competition.
 Compromise.
 Collaborative.
Two approaches
 Positional – demands, needs, & wants of one party.
 Interest-based – values, wants, & goals of each party.
Preventing Conflict
 Providing meaningful work.
 Pay and benefits.
 Safety.
 Redress.
 Tolerance and respect.
 Clear expectations.
 Communication.
 Resources – training, equipment, time, et cetera.
Triggers
 Role identification – are we working toward the same
ends? Working at cross-purposes? (Marketing v.
Production v. Delivery)
 Information – Johari Window
 Relationships – interpersonal, stereotypes, diversity.
 Values – importance of work v. family.
 Structures – power imbalances, silos, & dumping.
Bumps, Bruises, & Head bangers
 Bumps – disagree, but maintain normal relationship.
Ordinarily no immediate action required by Mgt.
 Bruises – evolving conflict that involves some sort of
intervention before it escalates and damages
relationships. Requires preventative action by Mgt.
 Head bangers – the battle is on. Requires immediate
attention.
Rights Based Approach to Conflict
 Laws & Regulations (EEOC, FMLA, FLSA, et cetera).
 Company policies and procedures.
 Contracts and Labor Agreements.
 Competitive design.
Interest Based Approach
 Focus on needs, values, & wants of each party.
 Acknowledges demands, but looks for true interests.
 Tries to understand the “Why” of a dispute.
 Collaborative design.
Distributive v. Integrative
 Distributive –adversarial bargaining. Only so many
apples; every apple you get, I get one less.
 Integrative – interest based. Apple sauce.
Variables
 Importance of outcome v. the importance of
relationships.
Communication
 Nonverbal – body language, facial expressions, and
gestures.
 Verbal – words we use.
 Para-verbal – how we say things, pitch, speed, tone,
and inflections.
Listening
 Not hearing – inattentiveness.
 Hearing content – literal message.
 Hearing feeling – emotions, passion.
 Therapeutic listening – help others gain insight into
their patterns of thought and behavior. Paraphrasing
and empathetic responses.
Communication Continua
Solution Giving---------------------Problem Inquiry
( Don’t worry about it)
(What is going on?)
Superiority--------------------------Equality
(I told you so)
(We can work it out)
Ignore Feelings----------------------Empathy
(Oh, stop it!)
(I feel XXXX, when XXXX)
Absolute------------------------------Conditional
(Never, always, absolutely) (Maybe, perhaps, not sure)
Evaluate-------------------------------Descriptive
(Too many meetings)
(Meeting at 9:00 AM)
Supportive Confrontation
 ID problem ownership.
 Research & Reflect.
 Select alternative (3 alternatives rule). Change your
attitude, change your environment, or confront the
conflict.
 Rehearse.
 Meet to resolve.
 Follow through and follow up.
“I “Messages
Engage in conversation and not a sell job.
2. Eliminate anger.
3. Use I messages. I messages are used to disclose to
the other person how you honestly feel about
something. “I feel XXXX when you XXXX.”
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Integrative Negotiation
 Problem solving.
 Mutual benefits.
 Interest-based.
 Recognizes that the most wise, efficient, and durable
agreements depend on open communication among
cooperating, trusting parties who explore alternatives
for mutual gains while preserving relationships.
BATNA
Best Alternative To a Negotiated Agreement (BATNA).
 To what do you aspire (best outcome)?
 What would make you content (satisfies your basic
need).
 What could you live with (acceptable).
Causes of Impasse
 A party’s needs and interests have not been met at the
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appropriate level or depth.
A party has made a take-it-or-leave-it statement and does
not want to lose face.
No agreement on defining the problem.
Parties are stuck on two proposals, one each advocated by
the parties.
A party does not want to take responsibility for a proposed
agreement.
A party does not believe the proposal is achievable.
A party is stubborn, overwhelmed, or fearful.
Achieving Consensus
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Communicate the problem & agree on a problem
statement.
Allow all to express views.
Brainstorm solutions.
Narrow list of proposed solutions. (feasible, legal,
and ethical)
Select a solution.
Develop an implementation strategy.
Evaluate.
Celebrate when the problem is solved.
Assertive Confrontation
 Describe Behavior.
 Explain the Impact.
 State the Desired Change.
 Empathize if you can.
 Invite Options for Resolution.
 Choose a Consequence.
 Check for Understanding and Compliance.
Opportunistic Employee
 Fails to take responsibility for unsatisfactory behavior.
 Resents & resists authority.
 Shifts blame.
 Presses to gain every advantage.
 Concocts theories and stories to explain why he is
being treated “unfairly.”
 Engages in manipulative behaviors to escape or avoid
consequences.
 Threatens legal action.
Managing the Opportunistic Employee
 Don’t hire! “No amount of training can make up for a bad hire.”
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Job task analysis, SKAs, references, et cetera.
Probationary period.
Know your policies, procedures, & disciplinary rules.
Prepare for the long haul. Lengthy process. Assertive
confrontation.
Document behaviors, bring unacceptable behaviors to the
person’s attention and praise good behaviors.
Keep your cool. Be professional and dispassionate.
Do not try to be the person’s friend. When you discipline, it will
seem like you betrayed your friend and only make matters worse.
Written performance improvement plan.
Questions?