budjacch04

7/21/2019 budjacch04

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PRENTICE HALL2007 Pearson Education, Inc.

Upper Sadde Ri!er, N" 07#$%

C&N'LICT (ANA)E(ENTA Practica )uide to *e!eopin+ Ne+otiation Strate+ies

- arara A. ud/ac Cor!ette

Chapter 4Chapter 4Negotiation StyleNegotiation Style


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Negotiation StyleNegotiation Style

AvoidanceAvoidance

Adversarial/CompetitiveAdversarial/Competitive

Accommodating/CompromisingAccommodating/Compromising

Cooperative/CollaborativeCooperative/Collaborative


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Personality andPersonality andHabitual StyleHabitual Style

High external locus of control and lowHigh external locus of control and lowassertiveness may drive an avoidance style.assertiveness may drive an avoidance style.

Negative attitude toward conflict, highNegative attitude toward conflict, highcompetitiveness, high need for achievement,competitiveness, high need for achievement,

high Mach, and low emotional stability mayhigh Mach, and low emotional stability mayfoster a competitive style.foster a competitive style. High internal locus of control and highHigh internal locus of control and highneed for affiliation may foster aneed for affiliation may foster acompromising style.compromising style.

High internal locus of control, feelingHigh internal locus of control, feelingpreference, ype !, high emotionalpreference, ype !, high emotionalstability, high need for social power, andstability, high need for social power, andhigh need for achievement may foster ahigh need for achievement may foster acollaborative style.collaborative style.


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What Style CreatesWhat Style Creates

Avoiding may sustain positiveAvoiding may sustain positive

outcomes but permits escalatingoutcomes but permits escalating

negative outcomes.negative outcomes.

Competing creates a win/loseCompeting creates a win/lose

game.game.

Compromising gives upCompromising gives up

something.something.

Collaborating creates win/win.Collaborating creates win/win.


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Distributive VersusDistributive VersusIntegrative NegotiationIntegrative Negotiation

"istributive negotiation"istributive negotiation

presumes limited resources andpresumes limited resources and

limited options.limited options. #ntegrative negotiation see$s#ntegrative negotiation see$s

resources and options.resources and options.

"istributing is competitive."istributing is competitive. #ntegrating is collaborative.#ntegrating is collaborative.


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Analyzing Your Sel!Analyzing Your Sel!Assess"entAssess"ent

%ne consistent style across all%ne consistent style across all

persons and situations maypersons and situations may

reflect habit rather thanreflect habit rather than

appropriate choice of style.appropriate choice of style.

"iffering styles among persons"iffering styles among persons

and situations may reflectand situations may reflect

appropriate choice of style orappropriate choice of style ordiffering needs and goals.differing needs and goals.


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When Avoiding IsWhen Avoiding IsAppropriateAppropriate

empers are H%.empers are H%.

Critical information is lac$ing.Critical information is lac$ing.

here is inade&uate time at thehere is inade&uate time at the

moment to address the mattermoment to address the mattereffectively.effectively.

he matter in dispute is unimportant.he matter in dispute is unimportant.

he relationship is much morehe relationship is much moreimportant than the matter in dispute.important than the matter in dispute.


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When Co"peting IsWhen Co"peting IsAppropriateAppropriate

here is an emergency and youhere is an emergency and you

are in a position to saveare in a position to save

yourself and others.yourself and others.

'ou possess special $nowledge'ou possess special $nowledge

or authority.or authority.

here are no other options andhere are no other options and

you cannot be hurt by the otheryou cannot be hurt by the other

party.party.


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When Collaborating IsWhen Collaborating IsAppropriateAppropriate

A(M%) A(*A')A(M%) A(*A')


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#he Contingen$y#he Contingen$yApproa$hApproa$h

Choice of negotiation styleChoice of negotiation style

impacted by many factorsimpacted by many factors

including context, situation,including context, situation,

facts, and people involved.facts, and people involved.

#ntelligent diagnosis and#ntelligent diagnosis and

assessment are necessary forassessment are necessary for

ma$ing an effective choice.ma$ing an effective choice.


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%e &le'ible%e &le'ible

A contingency approach means beingA contingency approach means being

flexible.flexible.

+xpect the unexpected.+xpect the unexpected.

now how to adapt to changes in thenow how to adapt to changes in the

mix.mix.

now how your personality affectsnow how your personality affects

your flexibility.your flexibility.-udgers typically find adaptability-udgers typically find adaptability

moremore difficult than do perceivers.difficult than do perceivers.

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