Mid Term Review of Conflict Management

7/27/2019 Mid Term Review of Conflict Management

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Definition of Conflict

Conflict is an expressed struggle betweenat least two interdependent parties whoperceive incompatible goals , scareresources , and interference from others inachieving their goals.


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Burton Human Needs

Burton says that conflict stems fromunsatisfied human needsIn conflict, people represent their interests,but not their underlying needs; however,they will use power and coercion to meetthose needs


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Galtung Structural ViolenceInequalities embedded in the socialstructure lead to violence and conflict.Unless those underlying inequalities are

solved, then violence will continuePrime example is lower-class people dyingbecause health care resources are

granted to the upper-class


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Coser social function of conflict

Conflict is not always dysfunctional for therelationship within which it occurs; often, conflictis necessary to maintain such a relationship

Conflict not only generates new norms, newinstitutionsit may be said to be stimulatingdirectly in the economic and technological realm.If Coser is correct, and conflict serves a sociallyuseful function, then should conflicts beresolved?


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Game Theory

Zero-sum gamefixed pie

People assume that they can either win or lose.If I win a quarter, they lose a quarter thesum is always zeroyou give up nothing, because it means theother side wins what you give up


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HISTORY

Social movements:Gandhi and nonviolence movement to freeIndia of British Rule

Womens suffrage movement, 1848 -1920Lech Walesa and Solidarity in PolandNelson Mandela/Desmond Tutu and themovement against Apartheid in South Africa

Based off each other, and off Thoreausessay Civil Disobedience.


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HISTORY

Thoreau said:Two times when open rebellion is justified:

when the injustice is no longer occasional buta major characteristicwhen the machine (government) demandsthat people cooperate with injustice.

Thoreau declared that, If the governmentrequires you to be the agent of injustice toanother, then, I say, break the law.


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Escalation of conflict

Conflicts escalate in both scope andseverity Conflicts can escalate constructively or destructively


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Destructive ConflictCharacteristics of destructive escalation

parties become less flexiblegoals are narrowly defined and rigidprimary goal is to defeat the other party assumesthe other side must losebecomes protracted and intractable

Characteristics of destructive agreementsdamages relationships

promotes inequality & power imbalanceoutcomes are imposed unilaterallyoften requires redress or revengeoutcomes are often oppressive to one sideDOES NOT SOLVE UNDERLYING CAUSES


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Constructive ConflictsConstructive conflicts are not the absence of destructive elementsCharacteristics of constructive escalation

interaction changes often

flexible goals/objectivesguided by belief that all parties can win

Characteristics of constructive agreementsstrengthens relationships

restores equalityrecognizing the other parties as legitimateusing benefits/promises rather than threats/coercionfind mutually acceptable solutionsConflict is actually solved


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Conflict Continuum

Negotiation is at the bottom because negotiationtheory is the base for all forms of conflictresolution (mediation, arbitration, even

diplomacy)


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Negotiation Theory

Positional NegotiationPositions are the stance you take and your proposed solution

I want $3,000 for this car Stop taking my stuff you have to ask me first.

Positions are your statements of what yourewilling to give

Positional negotiation starts with twopositions and attempts to find a middleground between them, or barter until oneparty gives in to the other position.


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Positional Bargaining

Hard vs. Soft positional bargainingHard bargaining make threats, damagerelationships, demand concessions from other party, goal is victory, search for one answer you will accept, apply pressureSoft bargaining you get taken, sacrifice your

needs for relationship, trust other party,disclose your bottom line, try to win friends,search for an answer they will accept


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Principled Negotiation

1. Separate People from Problems2. Focus on Interests not Positions

Topic interests/goalsRelational interests/goalsIdentity or Face interests/goalsProcess interests/goals

3. Invent solutions for mutual gain4. Insist the result be based on someobjective criteria


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Separate people from problemsNegotiators are people first

every party in a negotiation has emotions and ego,and can have misunderstandings

The relationship needs to be taken into accountin all negotiationsPerceptions does truth matter?

understand their perceptions to come up with better solutions

Emotions the higher the stakes, the higher emotions runCommunication all negotiations havemisunderstandings


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Negotiation Interests not Positions

Positions are something you decided on what youre demanding as a solution Interests are what got you thereFor every interest, there are severalpositions you could take, and vice-versa

To negotiate interests, identify themask why? what are they getting from positionask why not? what are they not gettingmost common interests are needs-based


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Types of Interests

T.R.I.P.Topic, relational, identity/face, process

Topic and Process interestsexternal, negotiable, substantive, tangible,expressed

Relational and Identity interestsinternal, non-negotiable, usually notexpressed aloud, intangible (values)DRIVE all conflicts


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Topic and Process Goals

Topic interests:what do we want? what are we fighting for?either both parties have the same goal, or both parties have opposing goals

Process interests:what communication process will we use?process goals appear when low-power partycries unjust process or unfair fight


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Relational Goals

Who are we to each other?How will we be treated?How much influence do we have over theother?How interdependent are we?

At the heart of all conflicts, but rarelyarticulatedRelational goals must be met in order tosolve underlying issues


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Face or Identity Goals

Who am I in this conflict?You can save or damage your own face or the others face If face is destroyed, it must be restored(saved) before any other conflict goal canbe addressedWhen face is damaged:

people dig into their positionscreates losers who get back at you next time


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Ways to restore face

How we save our own face:rationalize actionsclaim unjust intimidation

dig into our positiondamage others face

How we save others face:

help increase their self-esteemavoid giving orders or directiveslisten carefully and legitimize their concerns

No one wants to look like the loser


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More about types of interests

Interests overlapall conflicts have multiple goalsrelational and identity goals are alwayspresentdifferent goals have primacyparties in conflict rarely have same goals withsame primacy

Interests are disguisedrelational and face goals are presented astopic and process goals


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More about interests

Goals/Interests changegoals change as theyre met or as theyrefrustrated

Prospective goalswhat you want as youre preparing

Transactive goalsgoals that emerge during the conflict

shift as negotiation occurs can become destructive (esp. face) can be sacrificed (esp. topic)

Retrospective goals set up for next time


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Invent Solutions for Mutual GainEasiest solution in a negotiation is to splitthe difference between the positionsIn order to have more options to choosefrom, you need more solutions

BrainstormBroaden your options

shuttle between the specific and the general invent options of differing strength

change scopeMake a bigger pie (game theory)

look for shared interests and goals split differing interests

Turn it into reaching a common goal


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Insist on Objective Criteria

Use a Fair Standard market value, such as blue -book value professional standards

precedentscientific judgment

Use a Fair Procedure Flip a coin, lottery, use a 3 rd party, I divide, youchoose

Agree to the principles firstNot a way to strengthen your position a fair

standard must be fair for both parties

Documents

Mid Term Review of Conflict Management