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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
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 hands. What is your first impulse in response to situation 1?
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
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
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 avoidance 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 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.
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
Adversarial/Competitive
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
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 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.
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
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.
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
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.
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
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
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.
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
