Conflict Resolution and Negotiation

Cialdini's authority principle

A principle that suggests individuals are more likely to comply with requests made by someone they perceive as an authority.

Normative leverage

Leverage that is based on social norms and expectations.

Distribute; integrate

Power and rights are used to distribute; interests are used to integrate.

Scarcity effect

A psychological phenomenon where people place a higher value on items that are perceived to be scarce.

Expert power

Power that comes from having specialized knowledge or skills.

Cultural leverage

Leverage that is based on cultural norms and values.

Coercive power

Power that is derived from the ability to punish or threaten.

Legitimate power

Power that is recognized as rightful or justified.

BATNA

Best Alternative To a Negotiated Agreement; the best option available if negotiations fail.

Identity-based trust

Trust that is based on shared identities or experiences.

Horns effect

A cognitive bias where a negative impression of a person influences one's overall evaluation of them.

Richest communication channel

Face-to-face communication, which allows for the most complete exchange of information.

Impasse

A situation in negotiation where no progress can be made.

Halo effect

A cognitive bias where a positive impression of a person influences one's overall evaluation of them.

Overcommitment

A tactic where one party commits to more than they can deliver to gain leverage.

Threat of court

Using the possibility of legal action as a form of negative leverage in negotiations.

Coalitions

Alliances formed between parties to strengthen their negotiating position.

Hardball tactics

Aggressive negotiation strategies aimed at gaining an advantage.

E-mail communication

A method of negotiation that is convenient but may increase the risk of impasse.

Face-to-face communication

The richest form of communication in terms of information exchange.

Cognitive bias

A systematic pattern of deviation from norm or rationality in judgment.

Irrational escalation of commitment

A situation where individuals continue a course of action even when it is not beneficial.

Reactive devaluation

The tendency to devalue an offer once it is perceived to come from an adversary.

Overconfidence

A cognitive bias where a person's subjective confidence in their judgments is greater than the objective accuracy.

Anchoring

The cognitive bias where individuals rely too heavily on the first piece of information encountered when making decisions.

Active listening communication goals

Goals achieved through active listening include acknowledging the other party was heard, correcting misunderstandings, setting a respectful tone, and encouraging reciprocity.

Anchoring in negotiation

Best explains why many negotiators prefer to make the first offer.

Endowment effect

The phenomenon where individuals value an item more highly simply because they own it.

Two-sided message in negotiation

A message that presents both sides of an argument, such as offering a warranty in exchange for a price increase.

Irrational escalation of commitment in bidding

Illustrated by bidders overpaying in a buyout due to emotional attachment or previous investments.

Ethical issues in negotiations

Arise in both distributive and integrative negotiations, not just in price-only negotiations.

Dealing with unethical negotiators

Involves asking questions to check consistency and using fairness as a standard.

Predictor of trustworthy behavior

Relation-based trust is the best predictor of future trustworthy behavior.

Golden Rule in ethics

The principle of treating others as one would wish to be treated, consistent with a relativist approach.

Changing established reputation

Difficult due to the tendency to process only supporting data and discount contrary information.

Competitive behavior in negotiations

Can develop a 'them versus us' attitude, leading to extreme competitiveness.

True statements in negotiation

A shared common identity provides the basis for identity-based trust and a negotiation may take on a distributive tone without established trust.

knowledge-based trust

A predictor of future trustworthy behavior based on the knowledge of the individual.

relation-based trust

A predictor of future trustworthy behavior based on the relationship between individuals.

zero-sum situation

A situation in negotiations where one party's gain is equivalent to another party's loss.

Babcock's research

Research suggesting that women may be less willing than men to initiate negotiations regarding employment offers.

Hofstede's dimensions

Cultural dimensions used to compare cultural differences between countries.

uncertainty avoidance

A dimension in Hofstede's study indicating how cultures handle uncertainty and ambiguity.

individualism

A dimension in Hofstede's study where individuals prioritize their own goals over group goals.

high power distance

Cultures where negotiators may not have the authority to close the deal without superior approval.

direct communication style

A communication style where messages are conveyed explicitly and straightforwardly.

cultural dimensions of assertiveness and competition

Dimensions that lead cultures to view negotiations as zero-sum distributive situations.

effective international negotiators

Individuals who possess good listening skills and high social intelligence.

cultural differences in international negotiations

Variations in negotiation practices influenced by cultural backgrounds.

GLOBE dimensions

A framework for understanding cultural differences in business contexts.

ambiguity tolerance

A dimension indicating how much ambiguity and uncertainty individuals can accept.

femininity

A dimension in Hofstede's study associated with nurturing and quality of life.

collectivism

A dimension in Hofstede's study where group goals are prioritized over individual goals.

negotiators' authority

The level of power negotiators have to make decisions in a negotiation.

social intelligence

The ability to understand and manage interpersonal relationships judiciously and empathetically.

cultural stereotypes

Preconceived notions about the skills and behaviors associated with different genders.

negotiation aspirations

The goals or expectations that negotiators set for themselves before entering negotiations.

cultural customs

Traditions or practices that may influence negotiation behavior.

ethical standards

Principles that guide individuals in determining what is right or wrong in negotiations.

cultural values

Core principles that guide the behavior and practices of a culture.

negotiation initiation

The process of starting a negotiation, which may differ based on gender.

Integrative negotiation

A negotiation strategy that focuses on mutual gains and collaborative problem-solving.

Distributive bargaining

A negotiation strategy that focuses on dividing a fixed amount of resources, often seen as competitive.

Hofstede's dimensions

A framework for understanding cultural differences, including power distance, uncertainty avoidance, individualism-collectivism, and others.

Tolerance for ambiguity

A cultural variable that refers to the degree to which individuals are comfortable with uncertainty and unpredictability.

Humane orientation

A cultural dimension that reflects the extent to which a society encourages and rewards individuals for being fair, altruistic, and kind to others.

Performance orientation

A cultural dimension that reflects the degree to which a society encourages and rewards innovation, high standards, and performance improvement.

Future orientation

A cultural dimension that reflects the extent to which a society values long-term planning and future-oriented behaviors.

Power distance

A cultural dimension that describes how power is distributed and the degree to which less powerful members of a society defer to more powerful members.

Monochromic time (M-time)

A time system where people prefer to deal with tasks one at a time in a linear fashion, typical of low-context cultures.

Polychromic time (P-time)

A time system where people are comfortable with the simultaneous occurrence of many tasks, typical of high-context cultures.

Rapport

The establishment of a friendly relationship with another person, particularly in negotiation or conflict situations.

Best Alternative to a Negotiated Agreement (BATNA)

The best course of action a party can take if negotiations fail, serving as a benchmark for evaluating offers.

Emotional interference in decision-making

The phenomenon where a person's emotions negatively impact their ability to make rational decisions.

Workplace conflict causes

Factors that can lead to conflict in the workplace, including disputes over resources, personality clashes, value differences, and lack of information.

Human desire for closure

The inherent tendency of individuals to seek resolution and closure in disputes, often leading to quick conflict resolution.

False statement in conflict resolution

A statement that misrepresents effective strategies for dealing with emotional individuals in conflict situations.

Intense language and mirroring

Negotiation tactics used to establish rapport with someone who is upset by using empathetic language and reflecting their emotions.

Value differences

Disparities in beliefs and priorities between individuals, particularly between managers and employees from different socio-economic backgrounds.

Organizational resources disputes

Conflicts that arise from competition over limited resources within an organization.

Personality disputes

Conflicts that occur due to incompatible personalities between co-workers.

Socio-economic background differences

Variations in values and perspectives stemming from individuals' differing socio-economic statuses.

Intangible interests

Concerns that are not directly related to tangible outcomes, such as costs or input in decision-making.

Role reversal

A negotiation technique that correlates with the step 'Step to their Side' in Ury's breakthrough strategy.

Mediators

Third parties in Alternative Dispute Resolution (ADR) who have high control over the process but no control over the outcome.

Appropriate use of a mediator

Situations where discovery of underlying issues and interests is needed, and confidentiality of the process and outcome is important.

Third-party intervention

Involves mediation and arbitration to resolve disputes.

Control of settlement terms

A mediator generally has more control of the settlement terms of a dispute than does an arbitrator.

Control of dispute resolution process

As a general rule, an arbitrator has more control of the process of dispute resolution than does a mediator.

Mediation's purpose

Mediation is used to resolve a dispute in situations where the ongoing relationship between the parties continues to be important.

Breaking an impasse

Suggested ways include changing the location or setting of the negotiation, changing negotiators, or using a third-party mediator.

Low control over process

Types of third parties like judges have low control over the process but high control over the outcome.

Steps in Ury's breakthrough strategy

Include 'Go to the Balcony', 'Neutralize your Emotions', 'Explore the Options', and 'Reach for Compromise'.

False statement about mediation

None of the statements about mediation skills and their effectiveness in resolving workplace disputes are false.

Mediation

Involves a neutral third party facilitating communication and helping parties reach a voluntary agreement

Decision-making without input

Concerns about how decisions were made without soliciting input reflect an intangible interest.

Company's payment for uniforms

Addressing intangible interests may involve having the company pay for new uniforms.

Arbitration

Involves a neutral third party making a binding decision

Types of third parties in ADR

Include arbitrators, mediators, judges, and managers.

Importance of confidentiality

Confidentiality of the process and outcome is important when using a mediator.