4th Edition

1/20/2010 negotiation & conflict management 1

s. kaufman based on lewicki & al.
PPT

CHAPTER ONE, part 1

The Nature of
Negotiation

Plan

Get acquainted

Define basic concepts
(conflict, decision making, conflict
management, negotiations,
personality, etc.)

Non-contact game + debrief

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What is conflict?

Examples

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Definition of conflict

Coombs & Avrunin: 3 types of conflict:
 Type I -- within individual
(Ex., which car or restaurant to choose)
 Type II -- between individuals who want different
things but have to settle for the same (Ex.,
husband and wife buying a house, labor and
management negotiating an agreement, countries
disputing a boundary)
 Type III -- between individuals who want the same
thing but have to settle for different ones. (Ex.,
professional sports)

Folger: interaction of interdependent people
who perceive incompatible goals and interference from
each other in achieving those goals (Type II).
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Definition of conflict (cont.)

LBS:
Conflict is a:
"sharp disagreement or opposition"
and includes
"the perceived divergence of interest,
or a belief that the parties' current
aspirations cannot be achieved
simultaneously"

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 Conflict is

Good or bad?

Dependent on what?

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Conflict is

Dependent on
 its context
(what is that? examples)
 people:

Do people behave the same/differently
in different context?

Does it matter who is involved,
how much they know, etc.?

Does culture matter?
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What can be done about conflict?

It cannot be eliminated, but can be

managed:
 obtain the best under the circumstances,
 avoid the bad parts

It involves decision making

 Unilaterally (fight, use power, sue)
 Jointly (negotiations)

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 Conflict management is informed
By several disciplines

Psychology

Decision theory

Organizational behavior

Group theories

Game theory

Economics

Negotiation theories

Public decision making

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Perspectives on conflict

psychodynamic
experimental gaming
(Freud): research (Pruitt, Thibaut):
reality principle, id, social exchange,
pleasure principle, perceptions, exchange
aggressive impulse of resources
anxiety (Von Neumann,
Morgenstern, Shubik);

field theory and prisoners' dilemma
the concept of

human relations
climate
(Kurt Lewin, Deutsch) perspective,
perspective
conflict styles
(Blake & Mouton)

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What will we do here?

Get acquainted with negotiation
concepts and their meaning for
decision making and conflict
management

Practice some useful skills;

Acquire an approach for thinking
about conflict situations;

Examine some conflicts and
discuss what makes them solvable or
intractable.
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Negotiations purposes

 To agree on how to share or divide a

limited resource
 To create something new that neither
party could attain on his or her own
 To resolve a problem or dispute between
the parties

Examples?

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Bargaining and negotiation

do not have the same meaning:

Bargaining:

Bargaining:
refers to competitive,
win-lose (fixed-pie, fixed-sum)
situations

Negotiation:
refers to situations with win-win potential
(as when parties try to find a mutually
acceptable solution to a complex conflict)
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Approach in this course

Study both
bargaining and negotiation

Negotiation is joint decision making
so we need to understand how
individuals:
 make (unilateral
unilateral) decisions
 interact with others to make (joint
joint)
decisions
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Three Important Themes

1. The definition of negotiation and the basic

characteristics of negotiation situations
2. Interdependence, the relationship between
people and groups that most often leads
them to negotiate
3. Understanding the dynamics of conflict and
conflict management processes which
serve as a backdrop for different ways that
people approach and manage negotiations

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Characteristics of a
Negotiation Situation

Two or more parties

A conflict of needs and desires
between the parties, who
 negotiate because
they think they can get a better deal than
by simply accepting
what the other side offers them or
by other means (which?)
 expect a give
give and take
take process
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Characteristics of a
Negotiation Situation (cont.)

Parties search for agreement

rather than:

 Fight openly
 Capitulate
 Break off contact permanently
 Take their dispute to a third party for
judgment
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Characteristics of a
Negotiation Situation (cont.)
Successful negotiation involves:

Management of tangibles
(e.g., the price or
the terms of agreement)

Resolution of intangibles
(the underlying psychological
motivations) such as
winning, losing, saving face
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Characteristics of a
Negotiation Situation (cont.)

Incentives structure:

One issue (payoff or dimension) 
Win-lose, zero-sum, or distributive:
I win, you necessarily lose

Several issues (payoffs or
dimensions) 
Win-win, non-zero-sum, or
integrative:
Opportunities for both parties to gain
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Interdependence

Parties need each other to achieve their
preferred outcomes or objectives

Interdependent parties have interlocking
goals (interests), but:
not everyone wants
or needs exactly interdependent
the same things relationships have
mix of convergent and
conflicting interests
( mixed motive)
motive

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