This document discusses negotiation and conflict resolution. It begins by describing the characteristics of conflicts as involving interdependence between parties, incompatible goals, scarce resources, and interference. Common responses to conflict include avoidance, accommodation, opportunism, and negotiation. Negotiation is presented as a process to resolve conflicts through dialogue and problem-solving. Effective negotiation focuses on finding win-win solutions where both sides benefit, rather than win-lose outcomes where one side loses. Key elements in any negotiation include information, power, and time. The document provides strategies for gathering information, understanding power dynamics, and managing time pressures to achieve cooperative resolutions.

1. Chapter 12:
CHAPTER TWELVE: CONFLICTS
AND NEGOTIATION
Coming up with win-win solutions

2. LEARNING OBJECTIVES
1. Describe the characteristics of conflicts
2. Compare negotiation with other forms of conflict resolution
3. Contrast "win-lose" with "win-win" negotiations
4. Identify key elements in any negotiation
5. Identify common strategies used in negotiations

3. This class is worth at least $100,000 over
your lifetime.

4. Describe yourself as a negotiator
1. I’m awful. I let people step all over me and never get what I want.
2. I’m not terrible, but not really very good at it. I have so much learn about doing
it more effectively.
3. I’m so-so, but I am pretty uncomfortable is negotiating.
4. I am pretty good, but I could be a lot better.
5. I am a master negotiator. I know how to negotiate effectively and frequently
negotiate good solutions to conflicts.

5. What word or impressions come to
your mind when you hear
negotiation?

6. Why do pharmacists need to be
good negotiators?

7. The ability to negotiate effectively with others is
an essential skill for pharmacists. The better
pharmacists negotiate conflicts, the more
successful they will be in furthering their personal
interests and those of patients.

8. So much of life is a negotiation - so even if you're
not in business, you have opportunities to practice
all around you.
Kevin O'Leary

9. WHAT IS A CONFLICT?

10. Conflicts are struggles between parties

11. Conflicts have the following characteristics:
1. Interdependence between the parties -- "I need you, and you need me."
2. Perceived Incompatible Goals -- "We want different things."
3. Scarce Resources -- "There is not enough available for us both to get what we
want."
4. Interference -- "You are in the way of getting what I want."
5. Social Interaction -- "Our relationship is subject to the peculiarities of human
behavior."

12. COMMON RESPONSES TO CONFLICT

13. There many ways of responding to conflict and
each is situation-specific

14. Most responses differ by the degree to which
parties involved in the conflict focus on their own
concerns (i.e., are selfish) and the concerns of the
other party (i.e., are selfless)

15. Common Responses to Conflict
1. Avoidance
2. Accommodation
3. Opportunism
4. Negotiation
Concern
For Others
Concern
For Self
1

16. NEGOTIATING TO RESOLVE CONFLICTS

17. Everyone negotiates. We negotiate whenever we
interact with others.
Sometimes we just don't realize it.

18. The most dangerous negotiation is the one you
don't know you're in.
Christopher Voss

19. Negotiation is the process of resolving conflicts
between individuals or parties through dialogue
and problem-solving

20. We negotiate whenever we engage in the give-and
-take of disagreements between individuals with
conflicting goals

21. MISCONCEPTIONS ABOUT NEGOTIATION

22. One common misconception is that negotiation is
about winning and losing

23. Another misconception is that the very process
of negotiating damages relationships

24. There is a mistaken assumption that hardball
tactics are needed where individuals need to
argue, act rudely, and be pushy
Otherwise, they will end up losing the negotiation

25. In reality, negotiation can be about finding ways
where both sides win. It can be conducted in a
respectful, cooperative, and professional manner.
In fact, it can actually enhance relationships by
resolving conflicts in ways that enhance trust and
commitment.

26. TYPES OF NEGOTIATIONS

27. Win-lose negotiations
when one or more parties
(1) see a fixed amount to be
gained from a deal and that
(2) one party's gain is another's
loss.
Also called "zero sum game" or
"fixed-pie" negotiations
Yours
Mine
Mine
Mine
Mine

28. Zero-sum thinking in politics
Ideology encourages zero-sum thinking across the full range of the political spectrum.
“I am talking about a war being waged by some of the wealthiest and most powerful
people against working families, against the disappearing and shrinking middle class
of our country. The billionaires of America are on the warpath.”
–Bernie Sanders
“[Mexican immigrants] are taking our jobs. They’re taking our manufacturing jobs.
They’re taking our money. They’re killing us.”
–Donald Trump
“I win, You lose thinking” in politics makes it hard to come up with solutions for climate
change, income inequality, healthcare reform, and other major issues facing the nation.
https://advances.sciencemag.org/content/5/12/eaay3761/tab-article-info

29. Win-win negotiations
an alternative to win-lose conflicts where parties focus on making
certain that both sides are satisfied
Win-win negotiators see conflicts as an opportunity to solve problems
and build relationships

30. Outcomes of a Conflict
Win-Win
Win-Lose
Lose-Lose

31. Parable of the
Orange

32. Win-win is a belief in the Third Alternative. It's not
your way or my way; it's a better way, a higher
way.
Stephen Covey

33. Win-Win Solutions Require…
Cooperation
Trust
Imagination

34. ELEMENTS IN ANY
NEGOTIATIATION
Information
PowerTime

35. POWER

36. Power
Power is the capacity to influence
We have many sources of power
Perception is reality. If your negotiating partners think you have power, then you
do

37. Sources of negotiating power
BATNA
Authority
Attitude

38. BATNA stands for…
B___ A_________ T__ _ N_________ A__________

39. BATNA is what happens if we cannot
come to a negotiated agreement

40. Example: You are employed as a
pharmacist and looking for a new
job. What is your BATNA?

41. TIME

42. Time refers to the period over which a
negotiation takes place

43. The end of this time period, the deadline, is
where most things in a negotiation get
done -- the closer the deadline, the more
motivated that parties will be to act

44. Time
Impatience is self-imposed time pressure
• Leads to rash decisions
• Can be exploited in negotiations
Deadlines increase pressure for action
The side that feels most constrained by time limits is more likely to
make concessions

45. Time Strategies
When you want to avoiding deadlines
• Let partners know if you are not ready to make a decision (e.g., need more
information)
• Communicate when you will be ready if you can
• Walk away if you are not ready (What is the worst that can happen?)
• Use a quick decision as a point of negotiation (“I will agree right now if
you….”)
• Renegotiate if there is mutual desire to come to an agreement

46. INFORMATION
i

47. Information
About ourselves
About the individual with whom we negotiate
About what is on the table

48. Information about OURSELVES
“What are my personal and career goals?”
• “Must haves” versus “Nice to haves”
“What are my concerns as a negotiator?”
• “What is my deadline?”
• “What personal pressures and anxieties do I have?”
• “How do I feel about the person with whom I am negotiating?”
• “What personal habits and tendencies should I control in this negotiation?”

49. Setting Objectives
Must haves
• Deal killers
Would likes
• Important but not essential
Tradeables
• Used to establish reciprocity

50. Understanding and controlling our
physical responses to conflict is important
in negotiating

51. The most difficult thing in any negotiation, almost,
is making sure that you strip it of the emotion and
deal with the facts. And there was a considerable
challenge to that here and understandably so.
Howard Baker

52. What feelings do you have prior to
or during a conflict?

53. Controlling Emotions
Prepare as much as possible
Detach yourself emotionally from the situation
• Care, but not T-H-A-T much *
Reframe situations
*Source: Herb Cohen. Negotiate This!

54. Information about the INDIVIDUALS WITH WHOM WE
NEGOTIATE
Interests & concerns?
Time constraints and deadlines?
By whom & how will their decisions be made?
Negotiating style & experience?
Limits of their negotiating authority?
Incentives to make this deal?
Track record for honesty and integrity?

55. Information about WHAT IS ON THE TABLE
Issues
Interests
Positions

56. Positional bargaining
Avoid bargaining over positions
Positional bargaining locks people into a specific stance
Quickly becomes a contest of wills instead of a problem solving process

57. The best move you can make in negotiation is to
think of an incentive the other person hasn't even
thought of - and then meet it.
Eli Broad

58. Identify shared interests
“We both want to be happy with the outcome.”
“We both want to maintain a good working relationship.”

59. Identify interests that aren’t shared – just different
You want to travel and have fun outside of work. Your boss wants you to show up
when needed and work hard.
Your boss loves the job. He is defined by it. You care about the job, but it does not
define you.

60. Obtaining information
Listen more and talk less
Pose non-threatening questions
Restate what you heard and ask for any clarification
Rely on your personal and professional networks
Reciprocate with information of your own

61. NEGOTIATING STEPS

62. Steps
Step 1: Identify and define the problem
Step 2: Develop alternative solutions
Step 3: Evaluate alternatives and choose one
Step 4: Implement the Decision
Step 5: Monitor and Reassess

63. Principles of Negotiation
Separate the people from the problem
Agree on what will makes a good negotiated solution
• We can agree that you would like…. And I would like…..
• The procedure we will use is…….

64. Summary
Negotiations depend on the situation being faced and the outcome
desired
Win-lose negotiations are an option when the pharmacist is not interested in
developing or maintaining a long-term relationship with the other party
A compromise might be the only option when parties are unable or unwilling to
come to an agreement that is satisfactory for both
But the ideal outcome for any negotiation is one where both sides win

65. Conflict is good in a negotiation process... it's the
clash of two ideas, which then, all being well,
produces a third idea.
Luke Roberts