BUS641: Strategic Negotiations and Conflict Management

This video gives a great overview of the topic with a detailed perspective of what we will discover in this course by explaining conflict in the workplace. When conflict is not dealt with when it occurs, it may become a bigger issue that goes beyond your department or even your company. You can stop issues from escalating by addressing these issues early on and confronting conflict when it occurs. For example, when a manager refuses to deal with conflict between two employees, the issue may develop into open arguing or even yelling. The issue may be forwarded to human resources because it interferes with workplace cohesion. At this point, the issue may be out of the managers' hands. At some point in the resolution process, the managers' skills may be analyzed for not controlling the situation sooner.

Conflict management is an important skill for any manager in business today. As the short reading for this introduction will show, managers spend approximately 20% of their time handling conflict management. This is important to consider as you manage your team and try to accomplish your department and company goals. The more efficient you can be with your time and your team members' time will depend on how successful your team is. Before we get into the types of conflict that can arise, let's discuss the conflict at General Concrete because one employee picketed the company after being laid off. All employees refused to cross the picket line. As a result, business was halted for several weeks. This example shows us how important it is to resolve conflict efficiently and fairly. Conflict can be costly for organizations, and having managers who can assist in that process is needed.

Conflict is not always negative. By calmly listening to the opposition, you may be able to uncover ideas that will work for both sides of an argument. It may feel uncomfortable to confront conflict, but the benefits may outweigh those feelings. This video discusses the benefits of conflict.It can be negative when a manager avoids conflict. They may be av oiding it because they feel uncomfortable, but the costs of this type of action can be high. Employees may not work well together: they may openly argue, make the workplace confrontational, or simply leave to avoid stress. To better your understanding, answer the three questions in the managerial leadership box as you think about the type of manager you are.

As we discovered in the last section, healthy conflict is good for the workplace, your employees, and it can help to advance your organization. By openly expressing ideas, what works and what does not work, your employees may work together in a more efficient manner. This video demonstrates how to have constructive conflict.

There are many types of conflict. We may have interpersonal conflicts with family members or friends, but in this course, we are addressing workplace conflict. Many of the skills you learn in this course may help you in your relationships, but the purpose of this course is to utilize these skills in the workplace. The types of conflict we will address in this section are goal, cognitive, affective, and behavioral. There are other types of conflict, but most fall into one of these four categories.

The levels of conflict are another important aspect to consider when analyzing a conflict. The levels include intrapersonal conflict, interpersonal conflict, intergroup and inter-organizational conflicts.

The conflict management styles include collaborating, competing, avoiding, accommodating, and compromising. Each of these styles has its strengths and weaknesses. Think about how you might develop a conflict management style that you admire. For example, if you want to be a better collaborator, how can you use this information to develop more traits of that style? Read this page for an overview of conflict management styles. Answer the two concept check questions at the end.

Read about the conflict styles applied to your personal life and strategies for managing personal conflict. Each one of us has a conflict management style. Each conflict management style uses a different way of handling a conflict. It is possible to develop a conflict management style by using and developing the skills associated with that style. As you read the descriptions of each conflict management style, think about which style most closely suits your skills. Can you give an example that covers each? Also, be sure to complete the two exercises at the end.

Now that you understand each conflict management style, work through this lesson about conflict that includes examples and sample problems. This will help you to determine what your initial response might be in a given conflict and what you might be able to improve upon when confronted with conflict. Complete each activity and read the sample conversations. Also, be sure to answer the related questions.

How you respond to conflict can affect the outcome of a conflict. This assessment will help you to determine your approach to conflict. After you have answered the questions, review how to score your results.

Negotiations may be simple or much more complicated depending on the topic and who we are negotiating with. Watch this overview, which explains the basics of negotiating in the workplace.

Read this example of the stages of negotiation, which include non-task time, information exchange, influence and persuasion, and closing. Pay attention to the four phases of the negotiation process, which include understanding why it is important to address the wants and needs of both sides. These phases help address the issues from both sides, leading to a better resolution if all needs and wants are considered. Answer the three concept questions after you read.

There are a few different types of negotiation, including distributed and integrative. Read about these here.

There may be times in your management career when you must negotiate within or with a group, which can be completely different from a one-on-one situation. Read this section about group negotiations.

This unit covered the basics of conflict management, conflict management styles, and the various levels of managing conflict. The next unit will cover how important good communication skills are to the negotiation process. Read the key terms and summary of the learning outcomes sections. The key terms include several types of conflict that might arise at work or in your personal life. The summary of learning outcomes provides a good overview of causes and resolutions in the workplace.

Watch this as you work through the unit and prepare to take the final exam.

You can also download the presentation slides so you can make notes.

We also recommend that you review this Study Guide before taking the Unit 1 Assessment.

Read about communication and conflict resolution on this page. As you read through the examples of conflict, try to apply these to your personal and work life, and think about what you would do in these situations. Answer each question and complete the example scenario. How can you apply these concepts to your job or personal life?

Negotiations can be disconcerting for even the most experienced negotiator. Learning how to assert your needs is important. This section discusses how you can assert your needs and explains the different communication styles. It is important to recognize communication styles as you observe them during the negotiation process, and understanding what they are is an important step. Answer the questions and think about how you might respond in each circumstance.

In a negotiation, it is important to determine needs from the perspective of both sides of the conflict. This may be done in an initial meeting by simply asking what each side needs and, perhaps ideally, what they might want from the negotiation. Using good listening skills during this time will be key to resolving the conflict. Read this section for further information about determining needs in a negotiation.

You must ask questions during the negotiation process to be able to address and resolve the conflict properly. Questions allow for a greater understanding of the issue and will lead to a better negotiation process. Read this section about why you should ask questions to determine needs.

Depending on the conflict, the questions you ask will differ. It is important to listen to each side carefully to gather basic information so that you know what questions to ask to resolve the issue. Read this section and answer the concept check questions at the end.

After you understand the conflict well and what the other side needs, the next step is to see what information you can gather about the situation. Your additional research will depend on the conflict and how well you understand the issues. Read this section and answer the concept check questions at the end.

This page gives some background on why dealing with conflict is so important and covers the five conflict management styles and how they deal with conflict.

It is important to confront difficult conversations before these issues progress and the situation spins out of control. By confronting the issue before it develops, you can control it and resolve it before it becomes an issue that cannot be resolved. This video shares eight steps to having those difficult conversations.

It is important to confront difficult conversations before these issues progress and the situation spins out of control. By confronting the issue before it develops, you can control it and resolve it before it becomes an issue that cannot be resolved. These videos demonstrate how to have those difficult conversations.

During negotiations, many emotions may arise while attempting to resolve conflict. Emotions must be considered when in the middle of a conflict because they can influence the outcomes considerably. In many cases, emotions can overcome reason, and as a leader, you must consider this to keep an effective balance. In this interesting first video in a series by Dr. Lana Staheil, fear, anger, sadness, and disgust are emotions to consider during a negotiation.

It is important to maintain positive emotions during a conflict. As a leader, you can help manage the emotions involved in the negotiation process. This short video about conflict explains how you can maintain a positive attitude, and in turn, others involved in the conflict may follow your example.

Sometimes negative emotions can be useful in a negotiation. This can be seen when the issue that is in conflict has a negative connotation, and people may get more involved if the issue is negative and help to resolve the issue. For example, an animal shelter may have a kill policy after a specific amount of time has passed with no adoption. Advertisers may use a negative-based commercial to appeal to consumers to help donate money to help animals avoid being killed. In this interesting case study about negative emotions on Facebook, positive posts generate a positive response, while negative posts equal a negative response. Answer the critical thinking questions at the end of the case study.

Personal bias can change the outcome of a conflict, and, as a manager, you must be aware of this bias and what you do about it. If your employees feel that you may favor one employee over another, they may be less likely to speak up when any situation involves that employee, and you will lose the trust of your employees. For example, a manager takes over a new job and hires friends she has worked with before. The manager does not hold these people accountable for the same issues that other employees may get into trouble for, or she may promote these people more easily. In contrast, more qualified individuals are not promoted. This builds a lack of trust within the team, and people may leave if they don't believe they have an equal chance of getting a promotion. Read this section about the different types of bias and how personal bias might change based on circumstances.

There are different types of bias in the workplace to be aware of, and some may be made unconsciously. These biases might include age, beauty, culture, gender, weight, attribution, confirmation, or affinity. As a manager, you must be aware that these biases may unconsciously affect your decision-making or in the middle of a conflict. They must be acknowledged as you try to remain unbiased in the negotiation process. It is also important to note that some biases may be a conflict of interest. This page explains a few of these biases and how they may be seen as a conflict of interest.

As a manager, you must recognize bias and understand that when managing your team, managing conflict, or during any negotiation. Read this section (and watch the video) about understanding and overcoming personal bias. How has bias affected the negotiation process in your experiences? What did you learn?

Understanding how cultural differences play into a conflict or negotiation is important to ensure success and resolve any issues. If one person on your team is originally from another country, they may not react to issues in the department like those from the United States (US). Understanding their background may help you to communicate better and move the negotiation forward. If you are in a negotiation with someone from another country, it will be important to do your research about mannerisms, habits, and cultural differences between the people in the negotiation.
 
Keeping a diverse workforce allows for different opinions and ways of conducting business. Employees from different cultural backgrounds add depth to any business in any organization. This video discusses why diversity, equity, and inclusion are important to consider at work. 

Addressing cultural values, beliefs, and norms is important in any negotiation and when managing conflict on your team. If you have someone on your team with a different culture than everyone else, it will be your responsibility to help that employee feel welcome in your department. Any issues between employees will need to be resolved quickly. This page about social norms explains the differences expected when communicating with people from different cultural backgrounds.

Addressing cultural differences is important to keep conflict to a minimum or navigate through a negotiation. Sometimes this might mean understanding who you will be negotiating with and what background those people may have and then conducting your research about that culture or social norms. For example, in Japan, it is common for businesspeople to position their heads very close to one another while speaking. The US has an arm-length space barrier, and they do not invade someone else's personal space. If a negotiation occurs between people from these two countries, and a person from Japan moves in too closely, the other may naturally react by moving backward or away, which may be offensive to someone from Japan. Understanding these differences and making accommodations will help to move the negotiation forward without incident. Read this section and answer the concept check questions at the end.

International negotiations can be complicated, and it is important to understand who will attend the negotiation and how it will be organized. A good understanding of what will occur needs to be known upfront. Having a good understanding of the people and what country they are from will help to understand how to approach the negotiations. Read this section. The second chart is interesting because you can see the vast differences in how people from North America, Japan, Taiwan, and Brazil might respond to preparing for a meeting and their focus. Understanding and considering these differences is important when planning an international negotiation. This section addressed international considerations and how they may affect the negotiation process. What information should be considered when a negotiation occurs between a Japanese and an American company? What about other countries or cultures?

Watch this as you work through the unit and prepare to take the final exam.

You can also download the presentation slides so you can make notes.

We also recommend that you review this Study Guide before taking the Unit 2 Assessment.

Creating a negotiation plan will allow you to consider the options, wants, and needs of both sides, consider any win-win options, complete any research you may need about the negotiation, and consider any alternative plans in case things do not go how you would like. Read this section and consider a negotiation you may have in the workplace. How did you work through the phases listed in this section?

The Best Alternative to a Negotiated Agreement (BATNA) is a strategy to consider when planning your negotiation process. You may find alternative ways to settle a negotiation by conducting your research before a negotiation. For example, when reviewing your car insurance policy, you may see that your rates have increased again for the second year in a row, even though you have had no accidents or claims. Then you find that another auto insurance carrier offers the same coverage for much less. Instead of moving your insurance from one company to another, you may use this information to negotiate a better deal with your current insurance company. This video about BATNA explains the process and how to use BATNA to your advantage when in the middle of a negotiation.

Every negotiation has potential outcomes, and most can be analyzed before the negotiation process even begins. Most likely, you know your ideal outcome and potentially the other side's, but alternatives for each side should be considered. While working through this process, you may discover that several possible outcomes may also work for you, so it is important to think through this process. This video explains the negotiation process and considers options for possible outcomes.

Part of the negotiation process is to converse with the opposition while attempting to discover wants and needs. During this process, you will naturally develop a relationship with the opposition, and this is an opportunity to build trust. This page discusses the concept of appreciative inquiry. As you read this section, consider how this would apply to those in negotiations. Keeping the conversations positively framed is an opportunity to build trust and uncover much-needed information. By approaching the conversation positively, you allow an open dialogue to gather information both sides need for better understanding and may lead you to a successful resolution.

By remaining flexible and open during the entire negotiation process, you allow for potential options that may have yet to be initially considered. Saying "no" each time an idea is presented is not how to remain flexible. Even though the presented option may not work for one side, that option could be the start of an option that, once finalized, works for both sides. By remaining flexible, you allow a basic idea to grow into a positive win-win resolution for both sides. When one or both parties cannot remain flexible, the negotiation process will stall or may not be resolved. This chapter gives a good overview of the entire negotiation process. This can help you understand when to decide to enter a negotiation or not.

Research is your best way of gathering information to help you better understand your negotiation. This research may come from various ways: conversations, interviews with those involved in the conflict, information about the companies or people involved, information about previous negotiations from either side, defining and clarifying needs and wants, current outside research about the topic, etc. Once this information is gathered and understood, the bargaining process can begin. This video explains the process of bargaining.

Collective bargaining occurs when a group of people negotiates needs. An example may occur in the automotive industry when a strike occurs because they need better benefits or higher pay. It is bargaining, but on a higher level because of the number of people involved. This page covers the basics of collective bargaining.

A win/win situation is ideal in any negotiation and occurs when both parties get what they want. A good negotiator will attempt to resolve an issue with a win/win situation every time. It may not always work, but it can occur during a good negotiation process. This video has a great example of a win/win situation and how two parties arrived at that point.

This video compares a win/win scenario in a negotiation and a win/lose scenario. A win/lose scenario is when one side wins, and the other side gets what they want or need. A win/lose situation can occur when one side has more power to control the outcome than the other. Or it may occur when one side is aware that they will lose something in the bargaining, but the option to lose may allow them to have additional benefits later, and they accept a win/lose resolution. Can you think of win/win, win/lose and lose/lose negotiations you've experienced? How would you describe the negotiation process in each one?

Key stakeholders are the people or organizations who are the main decision-makers throughout the negotiation process. These people will determine what is needed in the negotiation process. Primary and secondary stakeholders may be other people involved in the negotiation process but are not the key decision-makers. The key stakeholders must be interviewed for wants and needs. Primary stakeholders are people or organizations that may be affected by the results of the negotiation. Secondary stakeholders may be those in charge of the negotiations or responsible for secondary functions resulting from the negotiation; examples might include banks, governmental agencies, or others. This section explains how to identify stakeholders and their responsibilities. Read the two case studies and answer the critical thinking questions.

Sometimes the stakeholders may use attorneys or mediators to get what they want, and the other side may never actually meet the stakeholders. Still, if possible, speaking with these people should be a goal to determine needs. Asking who the stakeholders are should be one of the first questions in the initial negotiation because these people (or organizations) have the answers to their bottom line and why they need what they need. A successful negotiation will include information from all types of stakeholders who may have a role in resolving the conflict, ensuring that the correct stakeholders have been interviewed to understand wants and needs. Read this section which includes information on discovering stakeholders' wants and needs. Read the case study and answer the critical thinking questions.

Watch this as you work through the unit and prepare to take the final exam.

You can also download the presentation slides so you can make notes.

We also recommend that you review this Study Guide before taking the Unit 3 Assessment.

Determining needs and wants can be assessed by asking questions about ideal and minimum resolutions, speaking to key stakeholders, or researching how past negotiations have been handled. This section discusses the issue of how to manage the conflict during a negotiation. How might you manage a negotiation? Can you give a specific example of the process?

Once you have conducted all of your research and understand the needs and wants of both sides, it is time to begin the bargaining stage. A meeting time and place are set, and everyone gathers to discuss needs. Each side will present its case, and then the bargaining begins. Again, the goal is to reach a win-win resolution, but sometimes this won't be possible, and alternative solutions might be sought. How can you obtain needs and wants from each side? How can these be used during the negotiation process?

Bargaining and negotiation may be similar in meaning, but they are two different things. The negotiation process is when two or more parties attempt to agree on a specific issue, and bargaining is the process used in a negotiation. When bargaining is used in a negotiation, it typically begins with one side stating what they would like to happen, and the other side will counter and ask for what they need. This begins the process of bargaining in a negotiation. Watch this video about the process of integrative negotiation and using bargaining to reach a resolution.

This video mentions ways to uncover and discover information that may be useful in a negotiation. Think of a conflict you have or have had about the team you manage and gather as much information for both sides of the conflict as possible. Specifically, this information from the last section may help you in your quest for information and better understanding and then apply that to your conflict. Information you can research might include wants and needs, why this situation became a conflict in the first place, and how each side has resolved issues in past negotiation sessions. With any additional information you can gather, try to devise alternative resolutions and ideas for a win-win situation. After you have gathered good information about the conflict, develop a few win-win ideas that might help bring the resolution to a positive conclusion. This should include ideas to help both sides feel heard and accept the resolution as a win. If the conflict is ongoing in your workplace, try to use these ideas to resolve the conflict as you work with both sides. Afterward, take a moment to reflect. What information did you gather? What were the win-win ideas you created? What was the outcome? Was it a win-win situation for each side?

As you create win-win situations, you will begin the bargaining stage, and this may move back and forth as each side explains their needs in more detail and what outcomes they would like to occur. Read this critical thinking case about negotiating salary and answer the questions at the end. What additional information could you gather to bargain in this situation?

Asking questions to gain a better understanding of the conflict is essential. You may need to use brainstorming ideas and ask detailed and follow-up questions after each side states their needs. Spend some time answering these review questions.

Collaboration occurs when at least two people devise a solution to a problem. In negotiation, collaboration is important because you need the willingness and flexibility of both sides to resolve a conflict successfully. Watch this video about collaboration, what the other side might get from the negotiation process, and when they might not participate.

In a negotiation, creative and out-of-the-box thinking can help resolve a conflict and come to a resolution. This short video is about brainstorming in groups and offers great ideas about thinking outside the box. These techniques can create a win-win resolution that may work for both sides of your conflict.

This video includes additional strategies that can be used in conflict management. Reviewing what has been completed by others in similar situations or by people who have handled this situation before may help give you a better understanding of the conflict. Sometimes it may also be helpful to find out how the company has handled conflicts in the past. For conflicts with your staff, you can rely on information from other managers and ask how they have handled similar employee conflicts in the past. Your human resources office may be another resource and can give you helpful information on settling disagreements. This section included information about strategies that may be used in conflict management. At times, you will need to be creative when resolving conflict. Depending on the conflict, you will need to understand the available resources to assist you in managing the conflict. How would you summarize a conflict that is either taking place in your workplace now or has occurred in the past? What strategies can be (or were) used to resolve the situation?

Watch this as you work through the unit and prepare to take the final exam.

You can also download the presentation slides so you can make notes.

We also recommend that you review this Study Guide before taking the Unit 4 Assessment.

It is important to review past mistakes because you may be able to avoid them during the current negotiation. These mistakes may have been made by you, the other side in a previous negotiation, or by others in another negotiation. You can learn from these mistakes and ensure you do not make them in your negotiation. This video mentions common mistakes made during conflict management and how to avoid them.

Any research you can find about either side of a negotiation may help you resolve a current negotiation. Any information about how someone or an organization handled past negotiations and what mistakes were made may be useful to you. This short video includes information about mistakes that can be made during the negotiation process.

Understanding why and how mistakes were once made during the negotiation process may help you avoid those same mistakes during future negotiations. This video includes negotiation stories that review mistakes that can occur during the conflict management process.

Mediation is an alternative way to resolve a conflict. Mediation involves a third party who assists both parties to come to a resolution. This alternative is less expensive than taking the case to court, and it will provide a resolution and may result in a win-win situation. Each side may need to make allowances to come to a resolution. It will involve a third party who listens to each side and decides. Read this section about mediation, its benefits, the steps involved, and the ethical issues related to mediation.

This interesting video explains the mediation process and gives a few examples of what can happen in a mediation session.

When negotiation does not work, other options might include mediation and arbitration. This video includes information about successful mediation and what is needed and not needed during the mediation process.

Arbitration is another option to resolve disputes and involves a third party who acts as a judge and listens to each side to make a determination. Each side agrees to the arbitration and whatever outcome the arbitrator makes. This alternative is less expensive than taking the case to court and will provide a resolution. Each side agrees to the arbitrator and whatever the outcome is made by the arbitrator. Read this section about the arbitration process. This section covered mediation, arbitration, and using third parties to help settle a conflict after a failed negotiation. What are the benefits and downsides of using one of these third parties to settle a conflict? Can you give examples of times you've used third parties to settle a conflict?

Training employees is one way to ensure that your employees do what is expected in the workplace. This video explains coaching, training, and mentoring of employees and why each is important in your role as a manager.

Training employees about handling conflict is important as you develop your team and include them in the negotiation process. By training your employees on this process, you will make your job easier in the future, and employees will be able to handle negotiations independently. These skills can be developed by including employees in conflict resolution cases in your department, company, or even with an outside company. Answer the concept check questions at the end, read the case study, and answer the critical thinking questions. How might you train employees on conflict management? What are the benefits of training employees on this topic?

If the resolved conflict occurred with an outside vendor or company, then it may require that a contract be created that ensures each person does what they agreed to. For those resolutions that end in arbitration, a conflict resolution agreement will be created, and each party will be responsible for their part of the resolution. This type of contract can also be created for any negotiation resolution, and it can be as formal or informal as long as both parties agree. This agreement will also state what will occur if one party fails to complete their part of the agreed-upon tasks. A simple internet search will yield sample drafts of what this contract might include. This video explains a few more tactics to get to that resolution, including how to wrap up a negotiation once an agreement has been made.

If you have successfully settled a conflict between employees, congratulations! Now you will need to take measures to ensure the conflict is closed so that you can move forward with the resolution. Suppose your employees have agreed to the resolution. In that case, you must take the necessary step to follow up on issues and ensure that whatever was agreed to actually occurs. If employees have agreed to take certain steps, you must also follow up and make sure they follow through. Sometimes a brief meeting with everyone may be necessary to ensure everyone agrees and follow-through has occurred. These steps can also be used if a resolved conflict occurs between departments in your organization. This video reviews governmental settlements made during negotiations in South Africa.

Watch this as you work through the unit and prepare to take the final exam.

You can also download the presentation slides so you can make notes.

We also recommend that you review this Study Guide before taking the Unit 5 Assessment.

Watch this as you prepare to take the final exam.

You can also download the presentation slides so you can make notes.

Watch this as you prepare to take the final exam.

You can also download the presentation slides so you can make notes.