Lecture no 5-6 Chapter 4 Negotiation Style

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Learning Objectives for This Chapter

To learn the four major negotiation styles. To learn how personality affects negotiation style. To assess your natural and habitual negotiation styles. To learn how to choose the appropriate style. To identify steps toward developing effective negotiation styles.

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Exercise

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

Supose that you and a friend are walking together. A stranger approaches you and offers to give of two of you one hundred thousand dollars. There are strings attached. The only one requirement however is that you have five minutes to decide how the two of you will share the money. If you cannot agree within five minutes, no money will change

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Negotiation Style

Avoidance Adversarial/Competitive Accommodating/Compromising Cooperative/Collaborative

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Avoidance

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

Negative approach of the conflict Avoiding is retreating or withdrawing, failing to engage, ignore the existence of the conflict Can be total or partial Avoiding may sustain positive outcomes but permits escalating negative outcomes. High external locus of control and low assertiveness may drive an

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

When Avoiding Is Appropriate

Tempers are HOT. Critical information is lacking. There is inadequate time at the moment to address the matter effectively. The matter in dispute is unimportant. The relationship is much more important than the matter in dispute.
PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

Adversarial/Competitive

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

Competing creates a win/lose game. Negative attitude toward conflict, high competitiveness, high need for achievement, high need for personal power, high Mach, and low emotional stability may foster a competitive style Criticizing, defensiveness, accusatory language, power-over-tactics, manipulation

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

When Competing Is Appropriate

There is an emergency and you are in a position to save yourself and others. You possess special knowledge or authority. There are no other options and you cannot be hurt by the other party.
PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

Accommodating/Compro mising

Compromising gives up something. High internal locus of control and high need for affiliation may foster a compromising style. Neutral view toward the conflict generally

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

When Compromising Is Appropriate

If no better option is available and non-negotiated option is not better The relationship is much more important than the matter in dispute. Next-to-best last resort

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Cooperative/Collaborativ e

Collaborating creates win/win. High internal locus of control, feeling preference, Type B, high emotional stability, high need for social power, and high need for achievement may foster a collaborative style.

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

When Collaborating Is Appropriate

ALMOST ALWAYS

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Distributive Versus Integrative Negotiation

Distributive negotiation presumes limited resources and limited options. Integrative negotiation seeks resources and options. Distributing is competitive. Integrating is collaborative.
PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

Analyzing Your SelfAssessment

One consistent style across all persons and situations may reflect habit rather than appropriate choice of style. Differing styles among persons and situations may reflect appropriate choice of style or differing needs and goals.
PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

The Contingency Approach

Choice of negotiation style impacted by many factors including context, situation, facts, and people involved. Intelligent diagnosis and assessment are necessary for making an effective choice.

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458

Be Flexible

CONFLICT MANAGEMENT A Practical Guide to Developing Negotiation Strategies By Barbara A. Budjac Corvette

A contingency approach means being flexible. Expect the unexpected. Know how to adapt to changes in the mix. Know how your personality affects your flexibility. Judgers typically find adaptability more difficult than do perceivers.

PRENTICE HALL 2007 Pearson Education, Inc. Upper Saddle River, NJ 07458