Chapter 9: When the Discussion Gets Stalled or Heated

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Negotiation parties rush to reach an agreement, may have ignored important constituencies and then the agreement faces extreme difficulties in the implementation phase...

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Nội dung Text: Chapter 9: When the Discussion Gets Stalled or Heated

When the Discussion Gets Stalled or Heated Chapter 9
Outline Conflict Defined  Conflict Resolution Approaches  PURRR Procedure  Responding to Conflict  Handling Impasse  Conflict as a Choice Point  Identify Compatible Interests  Handling Deception  Gender Differences 
Conflict Defined To be in opposition  To be contradictory  An open clash between two opposing groups  Synonyms:  Discord • Dispute • Struggle • Resist •
Conflict Resolution Approaches  FastSlow Approach • Negotiation parties rush to reach an agreement, may have ignored important constituencies and then the agreement faces extreme difficulties in the implementation phase  SlowFast Approach • Negotiations are conducted slowly to ensure that the final agreement is responsive to major constituents providing greater speed in implementation  SlowSlow Approach • Time is taken to consider, select and apply solutions
PURRR Procedure  Pause when formulating judgment  Understand what was meant by actions or words  Reflect on information and ask for additional information  Reinterpret by applying an alternate explanation  Redirect conversation toward goals
Responding to Conflict Maintain even disposition  Ask clarification questions  Delay with process not contention  Seek advancement on less contentious issues and return to  others later Reposition or frame in positive, mutualgain terms  Frame differences as natural  Find common ground through value linking  Emphasize what has been accomplished  Encapsulate conflict issues  Avoid petty issues  Meet halfway 
Handling Impasse Take a break to develop strategies  Define cost consequences if agreement is not reached  Reconsider outcomes to be accomplished  Lower your dependence on them and increase their  dependence on you Break problem into smaller parts  If impasse is on substance, focus on process – how to proceed  from here If impasse is on process, try the shared text approach  Keep power in your pocket (e.g. attorney, credible reference)  Keep the door open 
Conflict as a Choice Point  Explore whether conflict is a signal for a change  View the disagreement as a choice point and explore options for moving forward – what comes next?  Utilize framing
Identify Compatible Interests  Focus on commonality rather than differences  Try to find shared goal – leading to a cooperative strategy
Handling Deception  Levels of deception • Benign deception – used in the service of politeness in order to avoid offense • Strategic deception – planned deceptions whose purpose is to achieve some advantage through the skillful management of information sharing • Ulterior Motive deception – purpose is to achieve some gain without divulging one’s intention Deception Continuum Benign Strategic Ulterior Motive
Benign Deception Puffery in building one’s credibility  Falsely implying a relationship with a competitor  Giving impression of greater knowledge  Creating impression that something is of greater  value  Giving an impression of wealth or competence through appearance  Disclosing “private” information  Omitting or downplaying less attractive aspects of offer
Strategic Deception  Agreeing to do something you may not be able to do  Bluffing  Fogging or confusing an issue  Misrepresenting by omission  Making additional small requests after an agreement has been made  Feigning the scarcity of an item
Ulterior Motive Deception  Lying  Creating impression others will think poorly of them in order to gain compliance  Threatening someone with power you don’t possess  Switching sides on an issue to create confusion  Suggesting you will provide something of value you don’t intend to deliver  Offering false flattery  Intimidating other side with false claims  Making intentional misrepresentations  Pretending to be angry, insulted or annoyed to induce cooperation
Gender Differences  Dysfunctional communication patterns may occur in malefemale interactions  Identify dysfunctional patterns and seek to break pattern  Don’t fall victim to stereotypes
Gender Differences • Dismissive – interrupting, talking over, ignoring {men engage more frequently than women} • Exclusionary – leaving someone out of the meeting, discussion or social gathering • Undermining – going behind the back of others or using insults to discredit arguments • Retaliatory – used when other party feels threatened • Patronizing – use a condescending tone {happens more to women}