This document discusses conflict and negotiation. It begins by outlining the learning objectives, which include describing types of conflict, outlining the conflict process, contrasting negotiation strategies, and examining how individual differences influence negotiations. The document then defines conflict and describes the three main types: task, relationship, and process conflict. It also discusses the three loci of conflict: dyadic, intragroup, and intergroup. Later sections contrast distributive and integrative bargaining, outline the five steps of the negotiation process, and assess the roles of third parties in negotiations. The document emphasizes that managing conflict functions and building trust are keys to effective negotiation.
This document provides an introduction to a training on negotiating and influencing for results. It includes biographical information about the presenter Andy Brough, as well as definitions of negotiating and influencing. It then outlines the IDEALS framework for negotiation, including different negotiation styles, the negotiation process, diagnosing a negotiation, principled negotiation, and how to approach influencing others. The document concludes by providing information about the training organization, TMA World, and some of their publications.
The document provides an overview of key concepts related to negotiation including:
- Common negotiation tactics like acting crazy, using a prestigious ally, limited authority, and divide and conquer strategies.
- Four phases of negotiation: plan, debate, propose, and bargain.
- Styles of negotiation including accommodating, collaborating, avoiding, competing, and compromising.
- Principles of principled negotiation including separating people from problems, focusing on interests not positions, inventing options for mutual gain, and using objective criteria.
This document provides information on building negotiation skills. It discusses key concepts in negotiation including defining negotiation, characteristics of a good negotiator, different negotiation styles and approaches, and tactics and strategies used in negotiation.
The document outlines different types of negotiators including factual, relational, intuitive, and logical negotiators. It also discusses the role of the lead negotiator in coordinating different roles. Concepts like BATNA, power dynamics, and handling deadlocks are covered. Finally, it touches on specific types of negotiations like sales, price, collective bargaining, and leasing negotiations.
This document discusses integrative negotiation. It focuses on addressing interests rather than positions, exchanging information to invent options for mutual gain, and using objective criteria. The key steps are to identify and define the problem, understand interests and needs on both sides, generate alternative solutions, and evaluate and select among alternatives. Factors that facilitate success include a shared goal, problem-solving ability, validating each other's perspectives, commitment to working together, trust, and clear communication. Integrative negotiation can be difficult due to past relationships, believing issues can only be resolved distributively, and the mixed-motive nature of most negotiations.
The document outlines concepts related to conflict and negotiation including defining conflict, reviewing views of conflict, contrasting functional and dysfunctional conflict, outlining the conflict process, studying conflict handling orientations, comparing bargaining strategies, and identifying biases that hinder negotiations. It provides learning objectives and details each stage of the conflict process from potential opposition to outcomes. The document also discusses negotiation, bargaining strategies, and issues that can impact the negotiation process.
This document discusses the role of cross-cultural differences in negotiations. It outlines four key variables that differ across cultures: time and space; fate and personal responsibility; face and face-saving; and nonverbal communication. These variables can influence the course of communications and potentially lead to conflict if they result in miscommunication or misinterpretation between cultures. The document also examines how cultural factors can impact negotiation styles, goals, attitudes, communication approaches, decision-making processes, and risk tolerance. It provides recommendations for understanding expectations, finding common ground, managing the negotiation process, and building bridges across cultures to help address potential barriers in business negotiations.
This document provides an introduction to a training on negotiating and influencing for results. It includes biographical information about the presenter Andy Brough, as well as definitions of negotiating and influencing. It then outlines the IDEALS framework for negotiation, including different negotiation styles, the negotiation process, diagnosing a negotiation, principled negotiation, and how to approach influencing others. The document concludes by providing information about the training organization, TMA World, and some of their publications.
The document provides an overview of key concepts related to negotiation including:
- Common negotiation tactics like acting crazy, using a prestigious ally, limited authority, and divide and conquer strategies.
- Four phases of negotiation: plan, debate, propose, and bargain.
- Styles of negotiation including accommodating, collaborating, avoiding, competing, and compromising.
- Principles of principled negotiation including separating people from problems, focusing on interests not positions, inventing options for mutual gain, and using objective criteria.
This document provides information on building negotiation skills. It discusses key concepts in negotiation including defining negotiation, characteristics of a good negotiator, different negotiation styles and approaches, and tactics and strategies used in negotiation.
The document outlines different types of negotiators including factual, relational, intuitive, and logical negotiators. It also discusses the role of the lead negotiator in coordinating different roles. Concepts like BATNA, power dynamics, and handling deadlocks are covered. Finally, it touches on specific types of negotiations like sales, price, collective bargaining, and leasing negotiations.
This document discusses integrative negotiation. It focuses on addressing interests rather than positions, exchanging information to invent options for mutual gain, and using objective criteria. The key steps are to identify and define the problem, understand interests and needs on both sides, generate alternative solutions, and evaluate and select among alternatives. Factors that facilitate success include a shared goal, problem-solving ability, validating each other's perspectives, commitment to working together, trust, and clear communication. Integrative negotiation can be difficult due to past relationships, believing issues can only be resolved distributively, and the mixed-motive nature of most negotiations.
The document outlines concepts related to conflict and negotiation including defining conflict, reviewing views of conflict, contrasting functional and dysfunctional conflict, outlining the conflict process, studying conflict handling orientations, comparing bargaining strategies, and identifying biases that hinder negotiations. It provides learning objectives and details each stage of the conflict process from potential opposition to outcomes. The document also discusses negotiation, bargaining strategies, and issues that can impact the negotiation process.
This document discusses the role of cross-cultural differences in negotiations. It outlines four key variables that differ across cultures: time and space; fate and personal responsibility; face and face-saving; and nonverbal communication. These variables can influence the course of communications and potentially lead to conflict if they result in miscommunication or misinterpretation between cultures. The document also examines how cultural factors can impact negotiation styles, goals, attitudes, communication approaches, decision-making processes, and risk tolerance. It provides recommendations for understanding expectations, finding common ground, managing the negotiation process, and building bridges across cultures to help address potential barriers in business negotiations.
The document discusses negotiation skills and provides information on:
1) The definition and origins of the word "negotiation" from Latin meanings related to business.
2) Negotiation involves communication between interdependent parties to reach agreements on differing needs or ideas.
3) Negotiation is used in many contexts from family, personal, academic, and business situations.
The document discusses negotiation processes, tactics, and styles. It describes the typical stages of negotiation as preparation, discussion, clarifying goals, negotiating towards a win-win outcome, agreement, and implementing the agreed upon course of action. Several common negotiation tactics are also outlined such as auctioning, brinksmanship, bogey, and good guy/bad guy. Finally, it identifies five main negotiation styles: accommodating, avoiding, collaborating, competing, and compromising.
Presentation covers all the main aspects of negotiation process.
Key Elements of Negotiations
Variety of Negotiations
Type of Negotiations
Negotiation Styles
Type of Negotiators
Negotiation Tactics
Stages of Negotiation Cycle with Strategy & Tactics
This document discusses conflict management and provides details on various types of conflict. It begins by defining conflict management and its goals of limiting negative aspects of conflict while increasing positive ones. It describes factors that can cause conflict and different types of organizational and interpersonal conflict. The document also distinguishes between conflict resolution and conflict management, noting the latter aims to minimize negative impacts rather than necessarily resolve conflict. It provides an overview of Rahim's model of conflict management styles and makes suggestions for effective conflict management. The document concludes by discussing considerations for international conflict management and the potential role of counseling in addressing personal conflicts affecting work.
Negotiating involves communicating between two or more parties to reach an agreement on differing needs or ideas. It draws on skills in communication, psychology, and conflict resolution. Effective negotiators prepare thoroughly, focus on interests rather than positions, and use a cooperative problem-solving approach to find mutually beneficial solutions.
This document discusses negotiation skills and strategies. It provides the vision and mission statements of Essar Offshore Subsea Ltd, which is to be the most preferred solution provider in shallow and deep water construction while delivering value consistently to customers, employees and stakeholders.
The document defines negotiation as drawing up deals that create lasting value and discusses how it involves dealing with differences. It outlines different types of negotiation including distributive, which is a win-lose approach, and integrative, which is a cooperative win-win approach. Key concepts in negotiation like BATNA, reservation price, and ZOPA are also explained.
Different negotiation styles like accommodating, compromising, avoiding, and collaborating are presented based
Been wanting to learn the art of Successful Negotiation? How to approach your boss for salary negotiation? There are various styles to negotiate.
Here's 5 styles for your quick view.
And if you're still unsure, click on the link and come for us as we teach you the art of negotiation to prepare you for your next salary negotiation email.
We conduct a 3 day WSQ Course - Singapore with upto 90% Govt funding available.
https://www.leadershipinstitute.sg/negotiation
This document provides an overview of effective negotiation strategies and techniques. It discusses that negotiation is a life skill that helps people reach agreements. There are three crucial elements to effective negotiation: information about the parties, time constraints that create pressure, and power dynamics. The document then outlines multiple steps for negotiating, including understanding what each party wants and their needs. It also discusses different power sources, styles of negotiating including collaborative win-win and compromising approaches, and tips for telephone negotiations.
Negotiation is a process of communication between two or more parties to influence each other and reach an agreement. It can involve compromise to benefit both sides. There are two main types of negotiation: distributive negotiation which focuses on fixed resources and competitive goals, and integrative negotiation which aims to find mutually beneficial outcomes through problem solving and addressing underlying interests. Key factors for successful negotiation include thorough planning, understanding different perspectives, ensuring the right stakeholders are represented, and finding possible compromises.
This document discusses various aspects of negotiation including definitions, nature, factors, strategies and processes. It defines negotiation as a process where two parties try to reach an agreement by bargaining to acquire each other's wants. The key aspects covered are:
- Negotiation requires flexibility and is a continuous process requiring effective communication between two parties.
- Main strategies discussed are avoiding strategy, competitive/distributive strategy which is a win-lose approach, collaborative/integrative strategy which creates a win-win situation, and accommodative strategy where one party lets the other win.
- Goals, framing, perceptions and cognition also impact the negotiation process and strategies used. Parties may pursue interests, rights, or
Peter Looney, a project manager at IT company Globus Inc., agreed to an unrealistic deadline for a software development project for client Maxwell Telecommunications. When issues arose, Peter had not properly negotiated terms for extensions or additional requirements. As a result, Globus incurred losses due to penalties, increased scope without updated terms, and overtime costs. The document emphasizes the importance of negotiation skills for professionals to avoid such problems and instead reach mutually agreeable solutions through open discussion and compromise.
Negotiation skills cross cutting issues in negotiationsSamuel Nymgbo
This document discusses cross-cutting issues in negotiation. It covers key cultural variables that influence negotiations such as high versus low context cultures. It also discusses the basic approaches to negotiation including positional bargaining and interest-based negotiations. Positional bargaining focuses on advocating positions to meet individual interests, while interest-based negotiations identify all parties' interests and develop options to address them. The document provides examples of when each approach may be used and strategies for coordinating different approaches between negotiators.
The document provides an overview of negotiation skills and strategies. It discusses preparing for negotiation by understanding interests, alternatives, and BATNA. During negotiation, anchoring, concessionary moves, and listening skills are important. Integrative negotiation aims for mutual gain while distributive negotiation is competitive. Preparation, interaction, and reaching agreement are the key stages of negotiation.
The document discusses different types of bargaining strategies - integrative and distributive - as well as the role of third parties in negotiations. Integrative bargaining takes a problem-solving approach to find mutually beneficial outcomes for both sides. Distributive bargaining treats negotiations as a fixed competition with one side's gains coming at the other's loss. The document also outlines four common types of third parties that can assist in negotiations: mediators, arbitrators, conciliators, and consultants.
CONFLICTS & NEGOTIATIONS IN ORGANIZATIONST HARI KUMAR
This document summarizes a term paper presentation on conflicts and negotiations in organizations. It discusses the definition of conflict, types of conflict including task, relationship and process conflicts. It also discusses the stages of conflict from potential opposition to outcomes. The document then covers negotiation strategies like distributive and integrative bargaining. It discusses the negotiation process and individual differences and gender differences that influence negotiations. Finally, it summarizes the roles of third parties in negotiations like mediators, arbitrators, conciliators and consultants.
Power of Negotiation (Negotiation Power)Ahmed Adel
Negotiator believes that he has less power than the other party which would be used against him as an advantage and accordingly seeks power to offset that advantage.
Negotiator believes he needs more power than the other party to increase the probability of securing the desired output.
Negotiation involves conferring with another party to reach an agreement on terms that affect both sides. The goal is for all parties to feel they secured a good deal given the circumstances. Effective negotiation requires preparation, establishing rapport, bargaining to find compromise, and closing the agreement in writing. Key factors that affect negotiations include the authority of each side, their credibility, having sufficient relevant information, managing time constraints, and controlling emotions.
This document discusses various aspects of effective negotiation strategies and tactics. It outlines different negotiation styles like integrating, obliging, dominating, and compromising. It also lists assumptions that should be made before negotiating, such as both parties having needs to be met, avoiding a win-lose philosophy, issues being potentially negotiable, and considering the other person's needs. The document defines principled negotiation as deciding issues based on merits rather than positions, and focuses on separating people from problems, interests over positions, inventing mutual gain options, and using objective criteria. It concludes with questions for discussion about negotiation styles and examples of focusing on interests leading to agreement.
Conflict management & its resolution techniqueRohit Kumar
This document discusses conflict, conflict management, and conflict resolution. It defines conflict as disagreement between two parties, whether violent or subtle. Conflict management aims to avoid conflict where possible and resolve it quickly when it occurs. The document distinguishes between competition and conflict, noting competition does not involve direct interference while conflict prevents another's success. It also lists potential positive outcomes of properly handled conflicts, such as stimulating greater understanding. The document discusses conflict resolution techniques and Thomas resolution styles, as well as behaviors that nourish conflicts rather than resolve them. It concludes by providing advice to managers regarding conflict.
The document discusses conflict and negotiation. It provides learning objectives about different views of conflict, types of conflict, the conflict process, bargaining approaches, the negotiation process, and the roles of third parties. It contrasts distributive and integrative bargaining, noting conditions needed for integrative bargaining. The document also discusses how individual differences like personality, culture, gender, emotions influence negotiations. Managers are advised to choose styles based on the situation and build trust.
This document summarizes key points from Chapter 14 of the textbook "Organizational Behavior". It discusses three types of conflict: task conflict, relationship conflict, and process conflict. It also discusses three loci of conflict: dyadic, intragroup, and intergroup conflict. The conflict process is outlined in five stages: perception, intentions, behavior, outcome, and conflict resolution or escalation. Two approaches to bargaining are contrasted: distributive bargaining which is win-lose, and integrative bargaining which creates joint gains and is win-win. Individual differences that can influence negotiations are also discussed.
The document discusses negotiation skills and provides information on:
1) The definition and origins of the word "negotiation" from Latin meanings related to business.
2) Negotiation involves communication between interdependent parties to reach agreements on differing needs or ideas.
3) Negotiation is used in many contexts from family, personal, academic, and business situations.
The document discusses negotiation processes, tactics, and styles. It describes the typical stages of negotiation as preparation, discussion, clarifying goals, negotiating towards a win-win outcome, agreement, and implementing the agreed upon course of action. Several common negotiation tactics are also outlined such as auctioning, brinksmanship, bogey, and good guy/bad guy. Finally, it identifies five main negotiation styles: accommodating, avoiding, collaborating, competing, and compromising.
Presentation covers all the main aspects of negotiation process.
Key Elements of Negotiations
Variety of Negotiations
Type of Negotiations
Negotiation Styles
Type of Negotiators
Negotiation Tactics
Stages of Negotiation Cycle with Strategy & Tactics
This document discusses conflict management and provides details on various types of conflict. It begins by defining conflict management and its goals of limiting negative aspects of conflict while increasing positive ones. It describes factors that can cause conflict and different types of organizational and interpersonal conflict. The document also distinguishes between conflict resolution and conflict management, noting the latter aims to minimize negative impacts rather than necessarily resolve conflict. It provides an overview of Rahim's model of conflict management styles and makes suggestions for effective conflict management. The document concludes by discussing considerations for international conflict management and the potential role of counseling in addressing personal conflicts affecting work.
Negotiating involves communicating between two or more parties to reach an agreement on differing needs or ideas. It draws on skills in communication, psychology, and conflict resolution. Effective negotiators prepare thoroughly, focus on interests rather than positions, and use a cooperative problem-solving approach to find mutually beneficial solutions.
This document discusses negotiation skills and strategies. It provides the vision and mission statements of Essar Offshore Subsea Ltd, which is to be the most preferred solution provider in shallow and deep water construction while delivering value consistently to customers, employees and stakeholders.
The document defines negotiation as drawing up deals that create lasting value and discusses how it involves dealing with differences. It outlines different types of negotiation including distributive, which is a win-lose approach, and integrative, which is a cooperative win-win approach. Key concepts in negotiation like BATNA, reservation price, and ZOPA are also explained.
Different negotiation styles like accommodating, compromising, avoiding, and collaborating are presented based
Been wanting to learn the art of Successful Negotiation? How to approach your boss for salary negotiation? There are various styles to negotiate.
Here's 5 styles for your quick view.
And if you're still unsure, click on the link and come for us as we teach you the art of negotiation to prepare you for your next salary negotiation email.
We conduct a 3 day WSQ Course - Singapore with upto 90% Govt funding available.
https://www.leadershipinstitute.sg/negotiation
This document provides an overview of effective negotiation strategies and techniques. It discusses that negotiation is a life skill that helps people reach agreements. There are three crucial elements to effective negotiation: information about the parties, time constraints that create pressure, and power dynamics. The document then outlines multiple steps for negotiating, including understanding what each party wants and their needs. It also discusses different power sources, styles of negotiating including collaborative win-win and compromising approaches, and tips for telephone negotiations.
Negotiation is a process of communication between two or more parties to influence each other and reach an agreement. It can involve compromise to benefit both sides. There are two main types of negotiation: distributive negotiation which focuses on fixed resources and competitive goals, and integrative negotiation which aims to find mutually beneficial outcomes through problem solving and addressing underlying interests. Key factors for successful negotiation include thorough planning, understanding different perspectives, ensuring the right stakeholders are represented, and finding possible compromises.
This document discusses various aspects of negotiation including definitions, nature, factors, strategies and processes. It defines negotiation as a process where two parties try to reach an agreement by bargaining to acquire each other's wants. The key aspects covered are:
- Negotiation requires flexibility and is a continuous process requiring effective communication between two parties.
- Main strategies discussed are avoiding strategy, competitive/distributive strategy which is a win-lose approach, collaborative/integrative strategy which creates a win-win situation, and accommodative strategy where one party lets the other win.
- Goals, framing, perceptions and cognition also impact the negotiation process and strategies used. Parties may pursue interests, rights, or
Peter Looney, a project manager at IT company Globus Inc., agreed to an unrealistic deadline for a software development project for client Maxwell Telecommunications. When issues arose, Peter had not properly negotiated terms for extensions or additional requirements. As a result, Globus incurred losses due to penalties, increased scope without updated terms, and overtime costs. The document emphasizes the importance of negotiation skills for professionals to avoid such problems and instead reach mutually agreeable solutions through open discussion and compromise.
Negotiation skills cross cutting issues in negotiationsSamuel Nymgbo
This document discusses cross-cutting issues in negotiation. It covers key cultural variables that influence negotiations such as high versus low context cultures. It also discusses the basic approaches to negotiation including positional bargaining and interest-based negotiations. Positional bargaining focuses on advocating positions to meet individual interests, while interest-based negotiations identify all parties' interests and develop options to address them. The document provides examples of when each approach may be used and strategies for coordinating different approaches between negotiators.
The document provides an overview of negotiation skills and strategies. It discusses preparing for negotiation by understanding interests, alternatives, and BATNA. During negotiation, anchoring, concessionary moves, and listening skills are important. Integrative negotiation aims for mutual gain while distributive negotiation is competitive. Preparation, interaction, and reaching agreement are the key stages of negotiation.
The document discusses different types of bargaining strategies - integrative and distributive - as well as the role of third parties in negotiations. Integrative bargaining takes a problem-solving approach to find mutually beneficial outcomes for both sides. Distributive bargaining treats negotiations as a fixed competition with one side's gains coming at the other's loss. The document also outlines four common types of third parties that can assist in negotiations: mediators, arbitrators, conciliators, and consultants.
CONFLICTS & NEGOTIATIONS IN ORGANIZATIONST HARI KUMAR
This document summarizes a term paper presentation on conflicts and negotiations in organizations. It discusses the definition of conflict, types of conflict including task, relationship and process conflicts. It also discusses the stages of conflict from potential opposition to outcomes. The document then covers negotiation strategies like distributive and integrative bargaining. It discusses the negotiation process and individual differences and gender differences that influence negotiations. Finally, it summarizes the roles of third parties in negotiations like mediators, arbitrators, conciliators and consultants.
Power of Negotiation (Negotiation Power)Ahmed Adel
Negotiator believes that he has less power than the other party which would be used against him as an advantage and accordingly seeks power to offset that advantage.
Negotiator believes he needs more power than the other party to increase the probability of securing the desired output.
Negotiation involves conferring with another party to reach an agreement on terms that affect both sides. The goal is for all parties to feel they secured a good deal given the circumstances. Effective negotiation requires preparation, establishing rapport, bargaining to find compromise, and closing the agreement in writing. Key factors that affect negotiations include the authority of each side, their credibility, having sufficient relevant information, managing time constraints, and controlling emotions.
This document discusses various aspects of effective negotiation strategies and tactics. It outlines different negotiation styles like integrating, obliging, dominating, and compromising. It also lists assumptions that should be made before negotiating, such as both parties having needs to be met, avoiding a win-lose philosophy, issues being potentially negotiable, and considering the other person's needs. The document defines principled negotiation as deciding issues based on merits rather than positions, and focuses on separating people from problems, interests over positions, inventing mutual gain options, and using objective criteria. It concludes with questions for discussion about negotiation styles and examples of focusing on interests leading to agreement.
Conflict management & its resolution techniqueRohit Kumar
This document discusses conflict, conflict management, and conflict resolution. It defines conflict as disagreement between two parties, whether violent or subtle. Conflict management aims to avoid conflict where possible and resolve it quickly when it occurs. The document distinguishes between competition and conflict, noting competition does not involve direct interference while conflict prevents another's success. It also lists potential positive outcomes of properly handled conflicts, such as stimulating greater understanding. The document discusses conflict resolution techniques and Thomas resolution styles, as well as behaviors that nourish conflicts rather than resolve them. It concludes by providing advice to managers regarding conflict.
The document discusses conflict and negotiation. It provides learning objectives about different views of conflict, types of conflict, the conflict process, bargaining approaches, the negotiation process, and the roles of third parties. It contrasts distributive and integrative bargaining, noting conditions needed for integrative bargaining. The document also discusses how individual differences like personality, culture, gender, emotions influence negotiations. Managers are advised to choose styles based on the situation and build trust.
This document summarizes key points from Chapter 14 of the textbook "Organizational Behavior". It discusses three types of conflict: task conflict, relationship conflict, and process conflict. It also discusses three loci of conflict: dyadic, intragroup, and intergroup conflict. The conflict process is outlined in five stages: perception, intentions, behavior, outcome, and conflict resolution or escalation. Two approaches to bargaining are contrasted: distributive bargaining which is win-lose, and integrative bargaining which creates joint gains and is win-win. Individual differences that can influence negotiations are also discussed.
14.1 Describe the three types of conflict and the three loci of conflict.
14.2 Outline the conflict process.
14.3 Contrast distributive and integrative bargaining.
14.4 Apply the five steps of the negotiation process.
14.5 Show how individual differences influence negotiations.
14.6 Describe the social factors that influence negotiations.
14.7 Assess the roles and functions of third-party negotiations.
The discord that arises when interests, values & goals of different individuals or groups are incompatible and involved people blocks or thwart each other efforts to achieve their objectives.
Session 8 conflicts and negotiations n stress mgtDelwin Arikatt
The document discusses organizational conflict and its management. It defines conflict as a struggle between incompatible goals, needs or people. There are different types of conflict, including cognitive, affective, intra-group and inter-group. Moderate conflict can benefit organizations by stimulating new ideas and solutions, while very high or low levels of conflict hinder performance. Effective conflict management involves addressing the source of conflicts and handling disputes in a constructive manner.
This presentation discusses conflict management and negotiation. It defines conflict and outlines various types. It explores traditional, human relations, and integrationist views of conflict. The presentation also distinguishes between task, relationship, and process conflict. It describes the conflict process and five conflict-handling intentions. Additionally, it contrasts distributive and integrative bargaining and identifies five steps in the negotiating process. Finally, the presentation provides tips for managing workplace conflict.
This document discusses organizational conflict and provides an overview of the key concepts. It begins by defining conflict and describing its sources and types. It then outlines the five stages of the conflict process: potential opposition, cognition and personalization, intentions, behavior, and outcomes. Several conflict management strategies are presented, including functional strategies like compromise and collaboration, as well as accommodation, avoidance, and competition. The document also discusses negotiation, outlining the negotiation process and some common issues that can arise.
conflict and negotiation in project managementGaneshPaila
Conflict arises when one party perceives that another party has negatively affected or will negatively affect something they care about. There are different views on conflict: the traditional view sees it as inherently harmful, while newer views see it as natural and sometimes positive if managed constructively. Conflict progresses through stages from potential issues to behaviors and outcomes, and can be functional or dysfunctional. Negotiation is a process used to resolve conflicts where parties aim to find an agreement, and there are different strategies and third-party roles that can help facilitate agreement.
This document summarizes interpersonal conflict and negotiation skills. It discusses various types of conflict including interpersonal, intergroup, and organizational conflict. It describes sources of interpersonal conflict such as personal differences and role incompatibility. Strategies for resolving interpersonal conflict include collaborating, compromising, accommodating, avoiding, and forcing. Effective negotiation involves both distributive and integrative approaches and developing strong negotiation skills. The document provides an overview of concepts relating to conflict management and resolution.
Article From Conflict Management to Healthcare Teams Effectiveness 2017Universidad de Lima
1) The document discusses a comprehensive approach to improving team effectiveness in healthcare settings through conflict management training and developing skills like interest-based negotiation.
2) It describes frameworks for building trust among teammates, managing relationships, and improving communication. These include addressing absence of trust, learning strategic conflict management, understanding interests and alternatives, and achieving mutual understanding.
3) The goal is to help healthcare professionals shift from adversarial to cooperative mindsets, separate problems from people, and create a shared culture by understanding different perspectives and worldviews within the diverse healthcare industry.
This document discusses conflict in the workplace. It defines conflict and lists some common causes as misunderstandings, personality clashes, and differences in goals or values. The document outlines different types of conflict including intra-individual, interpersonal, inter-group, and organizational. It also discusses when conflict can be constructive in opening issues for discussion or destructive in reducing cooperation. Finally, it provides tips for managing conflict through collaborative problem-solving and considering different conflict management styles.
The document discusses conflict and negotiation in organizations. It defines conflict as occurring when one party negatively affects something another party cares about. There are three views of conflict: traditional sees it as harmful, human relations sees it as natural/inevitable, and interactionist sees it as necessary for group performance. Conflict can be functional, improving group goals/performance, or dysfunctional, hindering them. The conflict process involves potential opposition, cognition/personalization of the conflict, intentions to cooperate/assert interests, behaviors, and outcomes. Negotiation is an exchange process where parties attempt to agree, using integrative or distributive bargaining strategies.
Assignment on conflict and negotiationmehedi hasan
This document provides an overview of conflict and negotiation in business organizations. It defines conflict, discusses the stages and types of conflict including relationship, data, interest, structural, and value conflicts. It also examines the importance of conflict management, different conflict management styles and their consequences, including competing, accommodating, avoiding, compromising, and collaborating. The document then provides examples of conflict situations and a six step process to manage potential conflicts. Finally, it analyzes a specific example of a conflict between garment laborers and owners in Bangladesh in 2010 over poor wages.
Conflict and Negotiations ''with companies examples''Saad Sair
This document provides an overview of conflict and negotiations. It defines conflict and outlines three views of conflict: the traditional, resolution focused, and interactionist views. It then describes the conflict process and defines negotiation. The document contrasts distributive and integrative bargaining and applies the five steps in the negotiation process. It also shows how individual differences and cultural differences can influence negotiations.
The document discusses conflict and negotiation. It defines conflict as occurring when one party negatively impacts something important to another party. Conflict in organizations can arise from various sources like differences in goals or scarce resources. The document outlines different views on conflict and describes Pondy's model of organizational conflict as proceeding through latent, perceived, felt, manifest, and aftermath stages. It also discusses individual and group-level conflict management styles like avoiding, accommodating, competing, compromising, and collaborating. The document defines negotiation and discusses the negotiation process, individual differences, and tips for improving negotiation skills.
The document outlines key concepts around conflict and negotiation management. It defines conflict and describes traditional, human relations, and interactionist views of conflict. It contrasts task, relationship, and process conflict and outlines the five stages of the conflict process: potential opposition, cognition and personalization, intentions, behavior, and outcomes. It also describes the five conflict handling intentions, distributive vs integrative bargaining, the negotiation process, and issues around cross-cultural negotiations and the roles of third parties.
There are three main views of conflict: the traditional view sees it as something to avoid; the human relations view sees it as natural and inevitable; the interactionist view sees some conflict as necessary for group performance. Conflict arises from differences and incompatibilities between parties and can be task-related, relationship-related, or process-related. Negotiation is the process of resolving conflict where parties determine how to allocate scarce resources through bargaining strategies like distributive or integrative bargaining. Personality traits, moods, emotions, and gender can influence negotiation effectiveness. Third parties can take on roles like mediator, arbitrator, conciliator, or consultant to help facilitate conflict resolution.
This document summarizes the key points around conflict and negotiation from Chapter 13 of Essentials of Organizational Behavior. It defines conflict and outlines the traditional, human relations, and interactionist views of conflict. It also contrasts task, relationship, and process conflict, and describes the five stages of the conflict process and five conflict-handling intentions. The summary then contrasts distributive and integrative bargaining, identifies the five steps of the negotiation process, and notes there are individual differences in negotiation effectiveness related to personality, gender, and culture.
This document provides a summary of organizational behavior concepts related to conflict and negotiation. It discusses the different types of conflict including substantive and emotional conflict, and the levels of conflict such as intrapersonal, interpersonal, and inter-group. Functional and dysfunctional conflict are also explained. The stages of conflict and various approaches to conflict management both direct and indirect are outlined. Negotiation is defined and the goals, ethical aspects, settings, and influence of culture on negotiation are summarized. Different negotiation strategies of distributive and integrative approaches are presented along with how to gain integrative agreements through supportive attitudes, constructive behaviors and good information exchange.
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Welcome to this Organizational Behavior course that uses the 17th edition of the textbook, Organizational Behavior by Robbins and Judge. This is considered among the most widely used OB textbooks in the world. Robbins and Judge are recognized as definitive aggregators of OB concepts, applications, and practices. The course and this book will provide you with a resource that will benefit you throughout your degree program and your professional life.
Chapter 14: Conflict and Negotiation
After studying this chapter, you should be able to:
Describe the three types of conflict and the two loci of conflict.
Outline the conflict process.
Contrast distributive and integrative bargaining.
Apply the five steps of the negotiation process.
Show how individual differences influence negotiations.
Assess the roles and functions of third-party negotiations.
We define conflict as a process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. Common to most is the idea that conflict is a perception. If no one is aware of a conflict, then it is generally agreed no conflict exists. Also needed to begin the conflict process are opposition or incompatibility and interaction.
Contemporary perspectives differentiate types of conflict based on their effects. Functional conflict supports the goals of the group and improves its performance. Conflicts that hinder group performance are dysfunctional or destructive forms of conflict.
Exhibit 14-1 provides and overview of the effect of levels of conflict. Next, we’ll discuss the types of conflict and the loci of conflict.
Researchers have classified conflicts into three categories: task, relationship, or process. Task conflict relates to the content and goals of the work. Relationship conflict focuses on interpersonal relationships. Process conflict is about how the work gets done.
Studies demonstrate that relationship conflicts, at least in work settings, are almost always dysfunctional. It appears that the friction and interpersonal hostilities inherent in relationship conflicts increase personality clashes and decrease mutual understanding, which hinders the completion of organizational tasks. Of the three types, relationship conflicts also appear to be the most psychologically exhausting to individuals.
While scholars agree that relationship conflict is dysfunctional, there is considerably less agreement as to whether task and process conflicts are functional.
Another way to understand conflict is to consider its locus, or where the conflict occurs. Here, too, there are three basic types: dyadic conflict is conflict between two people; intragroup conflict occurs within a group or team; and intergroup conflict is conflict between groups or teams.
Nearly all the literature on task, relationship, and process conflict considers intragroup conflict (within the group). That makes sense given that groups and teams often exist only to perform a particular task. However, it doesn’t necessarily tell us about the other loci of conflict. Another intriguing question about loci is whether conflicts interact or buffer one another. Intense intergroup conflict can be quite stressful to group members and might well affect the way they interact. Thus, understanding functional and dysfunctional conflict requires not only that we identify the type of conflict; we also need to know where it occurs.
The conflict process has five stages: potential opposition or incompatibility, cognition and personalization, intentions, behavior, and outcomes.
As shown in Exhibit 14-2, in Stage I, potential opposition or incompatibility is present. Here, communication as a source of conflict represents those opposing forces that arise from semantic difficulties, misunderstandings, and “noise” in the communication channels. The potential for conflict increases when either too little or too much communication takes place. The term structure includes variables such as size, degree of specialization, jurisdictional clarity, member-goal compatibility, leadership styles, reward systems, and the degree of dependence. Personal variables include personality, emotions, and values. People high in the personality traits of disagreeableness, neuroticism, or self-monitoring are prone to tangle with other people more often, and to react poorly when conflicts occur. Emotions can also cause conflict even when they are not directed at others.
In Stage II, the potential for opposition or incompatibility becomes actualized. Because a disagreement is a perceived conflict, however, does not mean it is personalized. It is at the felt conflict level, when individuals become emotionally involved, that they experience anxiety, tension, frustration, or hostility. Stage II is important for two reasons: because it’s where conflict issues tend to be defined, where the parties decide what the conflict is about; and because emotions play a major role in shaping perceptions and therefore our reactions to the conflict.
Stage III involves intentions, or decisions to act in a given way that intervene between people’s perceptions and emotions and their overt behavior. Why are intentions separated out as a distinct stage? Merely one party attributing the wrong intentions to the other escalates a lot of conflicts. One author’s effort to identify the primary conflict-handling intentions is represented in Exhibit 14-3 along two dimensions. First is cooperativeness or the degree to which one party attempts to satisfy the other party’s concerns. Second is assertiveness, which is the degree to which one party attempts to satisfy his or her own concerns.
Five conflict-handling intentions can be identified: competing, collaborating, avoiding, accommodating, and compromising. Keep in mind that intentions are not always fixed. They might change because of reconceptualization or because of an emotional reaction. However, individuals have preferences among the five conflict-handling intentions.
We can predict a person’s intentions rather well from a combination of intellectual and personality characteristics.
Stage IV is where conflicts become visible. The behavior stage includes the statements, actions, and reactions made by the conflicting parties. These conflict behaviors are usually overt attempts to implement each party’s intentions. At the lower part of the continuum, conflicts are characterized by subtle, indirect, and highly controlled forms of tension. Conflict intensities escalate as they move upward along the continuum until they become highly destructive. If a conflict is dysfunctional, what can the parties do to de-escalate it? Or, conversely, what options exist if conflict is too low and needs to be increased?
This brings us to techniques of conflict management. Exhibit 14-5 lists the major resolution and stimulation techniques that allow managers to control conflict levels. Under ideal conditions, a person’s intentions should translate into comparable behaviors.
Outcomes, which is Stage V of Exhibit 14-2, may be functional, that is, improving group performance, or dysfunctional in hindering it.
Conflict is constructive when it improves the quality of decisions, when it stimulates creativity and innovation, when it encourages interest and curiosity, when it provides the medium through which problems can be aired and tensions released, and when it fosters an environment of self-evaluation and change. Conflict can improve the quality of decision making. Conflict is an antidote for groupthink. Conflict challenges the status quo, furthers the creation of new ideas, promotes reassessment of group goals and activities, and increases the probability that the group will respond to change.
The destructive consequences of conflict on the performance of a group or an organization are generally well known: Uncontrolled opposition breeds discontent, which acts to dissolve common ties and eventually leads to the destruction of the group. And, of course, a substantial body of literature documents how dysfunctional conflicts can reduce group effectiveness. Among the undesirable consequences are poor communication, reductions in group cohesiveness, and subordination of group goals to the primacy of infighting among members. All forms of conflict—even the functional varieties—appear to reduce group member satisfaction and trust. When active discussions turn into open conflicts between members, information sharing between members decreases significantly. At the extreme, conflict can bring group functioning to a halt and threaten the group’s survival.
Managing functional conflict isn’t easy. But, if managers recognize that in some situations conflict can be beneficial, what can they do to manage conflict effectively in their organizations?
One of the keys to minimizing counterproductive conflicts is recognizing when there really is a disagreement. Many apparent conflicts are due to people using different language to discuss the same general course of action. For example, someone in marketing might focus on "distribution problems,” while someone from operations will talk about “supply chain management” to describe essentially the same issue. Successful conflict management recognizes these different approaches and attempts to resolve them by encouraging open, frank discussion focused on interests rather than issues (we’ll have more to say about this when we contrast distributive and integrative bargaining styles).
Groups that resolve conflicts successfully discuss differences of opinion openly and are prepared to manage conflict when it arises.
The most disruptive conflicts are those that are never addressed directly. An open discussion makes it much easier to develop a shared perception of the problems at hand; it also allows groups to work toward a mutually acceptable solution.
Managers need to emphasize shared interests in resolving conflicts, so groups that disagree with one another don’t become too entrenched in their points of view and start to take the conflicts personally. Groups with cooperative conflict styles and a strong underlying identification to the overall group goals are more effective than groups with a more competitive style.
Differences across countries in conflict resolution strategies may be based on collectivistic tendencies and motives. Collectivist cultures see people as deeply embedded in social situations, whereas individualist cultures see them as autonomous. As a result, collectivists are more likely to seek to preserve relationships and promote the good of the group as a whole. They will avoid direct expression of conflicts, preferring indirect methods for resolving differences of opinion. Collectivists may also be more interested in demonstrations of concern and working through third parties to resolve disputes, whereas individualists will be more likely to confront differences of opinion directly and openly.
Some research does support this theory. Compared to collectivist Japanese negotiators, their more individualist U.S. counterparts are more likely to see offers from their counterparts as unfair and to reject them. Another study revealed that whereas U.S. managers were more likely to use competing tactics in the face of conflicts, compromising and avoiding are the most preferred methods of conflict management in China. Interview data, however, suggests top management teams in Chinese high-technology firms prefer collaboration even more than compromising and avoiding.
Negotiation is a process in which two or more parties exchange goods or services and attempt to agree upon the exchange rate for them. We use the terms negotiation and bargaining interchangeably. Although we commonly think of the outcomes of negotiation in one-shot economic terms, every negotiation in organizations also affects the relationship between the negotiators and the way the negotiators feel about themselves. Depending on how much the parties are going to interact with one another, sometimes maintaining the social relationship and behaving ethically will be just as important as achieving an immediate outcome of bargaining.
There are two general approaches to negotiation – distributive bargaining and integrative bargaining. Exhibit 14-6 shows that the two types of bargaining differ in their goals, motivation, focus, interests, information sharing, and duration.
An example of distributive bargaining is buying a car. You go out to see the car. It is great and you want it. The owner tells you the asking price. You do not want to pay that much. The two of you then negotiate over the price. The most identifying feature of distributive bargaining is that it operates under zero-sum conditions.
Exhibit 14-7 shows that the essence of distributive bargaining is negotiating over who gets what share of a fixed pie. By fixed pie, we mean a set amount of goods or services to be divvied up. When the pie is fixed, or the parties believe it is, they tend to bargain distributively.
In contrast to distributive bargaining, integrative bargaining assumes that one or more of the possible settlements can create a win-win solution. Integrative bargaining is preferable to distributive bargaining because the former builds long-term relationships. Integrative bargaining bonds negotiators and allows them to leave the bargaining table feeling they have achieved a victory. Distributive bargaining, however, leaves one party a loser. It tends to build animosity and deepen divisions when people have to work together on an ongoing basis.
When engaged in distributive bargaining, research consistently shows one of the best things you can do is make the first offer, and make it an aggressive one. One reason for this is that making the first offer shows power; individuals in power are much more likely to make initial offers, speak first at meetings, and thereby gain the advantage.
Another reason, the anchoring bias, was mentioned in Chapter 6. People tend to fixate on initial information. A savvy negotiator sets an anchor with the initial offer, and scores of negotiation studies show that such anchors greatly favor the person who sets it.
Another distributive bargaining tactic is revealing a deadline. Negotiators who reveal deadlines speed concessions from their negotiating counterparts, making them reconsider their position. And although negotiators don’t think this tactic works, in reality, negotiators who reveal deadlines do better.
Why don’t we see more integrative bargaining in organizations? The answer lies in the conditions necessary for this type of negotiation to succeed, including: parties who are open with information and candid about their concerns; a sensitivity by both parties to the other’s needs; the ability to trust one another; and a willingness by both parties to maintain flexibility. These conditions don’t exist in most organizations.
Finally, you should realize that compromise might be your worst enemy in negotiating a win-win agreement. The reason is that compromising reduces the pressure to bargain integratively. After all, if you or your opponent caves in easily, it doesn’t require anyone to be creative to reach a settlement. Thus, people end up settling for less than they could have obtained if they had been forced to consider the other party’s interests, trade off issues, and be creative.
Exhibit 14-8 shows a simplified model of the negotiation process as made up of five steps: (1) preparation and planning, (2) definition of ground rules, (3) clarification and justification, (4) bargaining and problem solving, and (5) closure and implementation.
When it comes to preparation and planning, first, do your homework. What is the nature of the conflict? What is the history leading up to this negotiation? Who is involved, and what are their perceptions of the conflict? What do you want from the negotiation? What are your goals? You also want to assess what you think are the other party’s goals. Once you have gathered your information, use it to develop a strategy. Determine your and the other side’s Best Alternative To a Negotiated Agreement, or BATNA. Your BATNA determines the lowest value acceptable to you for a negotiated agreement. Any offer you receive that is higher than your BATNA is better than an impasse.
Next, define the ground rules. Who will do the negotiating? Where will it take place? What time constraints, if any, will apply? To what issues will negotiation be limited? Will there be a specific procedure to follow if an impasse is reached? During this phase, the parties will also exchange their initial proposals or demands.
When initial positions have been exchanged, explain, amplify, clarify, bolster, and justify your original demands. This need not be confrontational. You might want to provide the other party with any documentation that helps support your position.
The essence of the negotiation process takes place in the bargaining and problem solving phase. This is the actual give-and-take in trying to hash out an agreement. Concessions will undoubtedly need to be made by both parties.
The final step is formalizing the agreement that has been worked out and developing any procedures that are necessary for implementation and monitoring. Major negotiations will require hammering out the specifics in a formal contract. For most cases, however, closure of the negotiation process is nothing more formal than a handshake.
Can you predict an opponent’s negotiating tactics if you know something about his or her personality? The evidence says “sort of.”
It suggests that overall agreeableness is weakly related to negotiation outcomes. Why is this the case? Because the degree to which agreeableness, and personality more generally, affects negotiation outcomes depends on the situation. The importance of being extraverted in negotiations, for example, will very much depend on how the other party reacts to someone who is assertive and enthusiastic. Research also suggests intelligence predicts negotiation effectiveness, but, as with personality, the effects aren’t especially strong.
Moods and emotions influence negotiation, but the way they do appears to depend on the type of negotiation. It appears that negotiators in a position of power or equal status who show anger negotiate better outcomes because their anger induces concessions from their opponents. Anxiety also appears to have an impact on negotiation. For example, one study found that individuals who experienced more anxiety about a negotiation used more deceptions in dealing with others. Another study found that anxious negotiators expect lower outcomes from negotiations, respond to offers more quickly, and exit the bargaining process more quickly, which leads them to obtain worse outcomes.
Do people from different cultures negotiate differently? The simple answer is the obvious one: yes, they do.
First, it appears that people generally negotiate more effectively within cultures than between them. For example, a Colombian is apt to do better negotiating with a Colombian than with a Sri Lankan. Second, it appears that in cross-cultural negotiations, it is especially important that the negotiators be high in openness. Finally, because emotions are culturally sensitive, negotiators need to be especially aware of the emotional dynamics in cross-cultural negotiation.
Men and women negotiate differently and these differences affect outcomes. A popular stereotype is that women are more cooperative, pleasant, and relationship-oriented in negotiations than are men. There is some merit to this. Men tend to place a higher value on status, power, and recognition, whereas women tend to place a higher value on compassion and altruism. Moreover, women do tend to value relationship outcomes more than men, and men tend to value economic outcomes more than women. These differences affect both negotiation behavior and negotiation outcomes.
Compared to men, women tend to behave in a less assertive, less self-interested, and more accommodating manner. However, the disparity goes even further than that. Because of the way women approach negotiation, other negotiators seek to exploit female negotiators by, for example, making lower salary offers.
So what can be done to change this troublesome state of affairs? First, organizational culture plays a role here. If an organization, even unwittingly, encourages a predominantly competitive model for negotiators, this will tend to increase gender-stereotypic behaviors (men negotiating competitively, women negotiating cooperatively), and it will also increase backlash when women go against stereotype. Second, at an individual level, women cannot directly control male stereotypes of women. Fortunately, such stereotypes are fading. However, women can control their own negotiating behavior.
This OB Poll shows that men and women negotiate differently, are treated differently by negotiation partners, and then have different negotiation outcomes.
To really understand negotiations in practice, then, we must consider the social factors of reputation and relationships.
Your reputation is the way other people think and talk about you. When it comes to negotiation, having a reputation for being trustworthy matters. In short, trust in a negotiation process opens the door to many forms of integrative negotiation strategies that benefit both parties. The most effective way to build trust is to behave in an honest way across repeated interactions. Then, others feel more comfortable making open-ended offers with many different outcomes. This helps to achieve win-win outcomes, since both parties can work to achieve what is most important to themselves while still benefitting the other party.
What type of characteristics help a person develop a trustworthy reputation? A combination of competence and integrity. Negotiators higher in self-confidence and cognitive ability are seen as more competent by negotiation partners. They are also considered better able to accurately describe a situation and their own resources, and more credible when they make suggestions for creative solutions to impasses.
Individuals who have a reputation for integrity can also be more effective in negotiations.
They are seen as more likely to keep their promises and present information accurately, so others are more willing to accept their promises as part of a bargain. Finally, individuals who have higher reputations are better liked and have more friends and allies—in other words, they have more social resources, which may give them more understood power in negotiations.
When individuals or group representatives reach a stalemate and are unable to resolve their differences through direct negotiations, they may turn to a third party.
A mediator is a neutral third party who facilitates a negotiated solution by using reasoning and persuasion, suggesting alternatives, and the like. They are widely used in labor-management negotiations and in civil court disputes. Their settlement rate is approximately 72%. The key to success – the conflicting parties must be motivated to bargain and resolve their conflict, intensity cannot be too high, and the mediator must be perceived as neutral and non-coercive.
An arbitrator is a third party with the authority to dictate an agreement. It can be voluntary (requested) or compulsory (forced on the parties by law or contract). The big plus of arbitration over mediation is that it always results in a settlement.
A conciliator is a trusted third party who provides an informal communication link among parties. This role was made famous by Robert Duval in the first Godfather film. Comparing its effectiveness to mediation has proven difficult. Conciliators engage in fact finding, interpreting messages, and persuading disputants to develop agreements.
While many people assume conflict lowers group and organizational performance, this assumption is frequently incorrect. Conflict can be either constructive or destructive to the functioning of a group or unit. Levels of conflict can be either too high or too low to be constructive. Either extreme hinders performance. An optimal level is one that prevents stagnation, stimulates creativity, allows tensions to be released, and initiates the seeds of change without being disruptive or preventing coordination of activities.
Managers should:
Choose an authoritarian management style in emergencies, when unpopular actions need to be implemented (such as cost cutting, enforcement of unpopular rules, discipline), and when the issue is vital to the organization’s welfare. Be certain to communicate your logic when possible to make certain employees remain engaged and productive.
Seek integrative solutions when your objective is to learn, when you want to merge insights from people with different perspectives, when you need to gain commitment by incorporating concerns into a consensus, and when you need to work through feelings that have interfered with a relationship.
Managers should also: Build trust by accommodating others when you find you’re wrong, when you need to demonstrate reasonableness, when other positions need to be heard, when issues are more important to others than to yourself, when you want to satisfy others and maintain cooperation, when you can build social credits for later issues, to minimize loss when you are outmatched and losing, and when employees should learn from their own mistakes.
Finally:
Consider compromising when goals are important but not worth potential disruption, when opponents with equal power are committed to mutually exclusive goals, and when you need temporary settlements to complex issues.
Distributive bargaining can resolve disputes, but it often reduces the satisfaction of one or more negotiators because it is confrontational and focused on the short term. Integrative bargaining, in contrast, tends to provide outcomes that satisfy all parties and build lasting relationships.
Make sure you set aggressive negotiating goals and try to find creative ways to achieve the objectives of both parties, especially when you value the long-term relationship with the other party. That doesn’t mean sacrificing your self-interest; rather, it means trying to find creative solutions that give both parties what they really want.