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Conflict Management Negotiation Styles

This document summarizes different styles of conflict management and negotiation - competing, collaborating, compromising, avoiding, and accommodating. It describes the key aspects of each style and situations where each style may be most effective. Competing involves asserting one's own interests above others and using threats. Collaborating uses open communication and creative problem-solving to find mutual gains. Compromising finds a middle ground acceptable to both sides. Avoiding sidesteps conflict to preserve relationships, while accommodating focuses on satisfying the other party's concerns over one's own. The document provides references for further reading on negotiation skills and styles.

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Manoj Kumar
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148 views2 pages

Conflict Management Negotiation Styles

This document summarizes different styles of conflict management and negotiation - competing, collaborating, compromising, avoiding, and accommodating. It describes the key aspects of each style and situations where each style may be most effective. Competing involves asserting one's own interests above others and using threats. Collaborating uses open communication and creative problem-solving to find mutual gains. Compromising finds a middle ground acceptable to both sides. Avoiding sidesteps conflict to preserve relationships, while accommodating focuses on satisfying the other party's concerns over one's own. The document provides references for further reading on negotiation skills and styles.

Uploaded by

Manoj Kumar
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Negotiating with Style

A Summary of Conflict Management/Negotiation Styles


Description of Style

This style is useful when

Competing/Forcing
Works the negotiation to win more than any one
else in the deal.
Likes to be in control and may withhold
information, ignore mutually beneficial
alternatives that do not advance his or her interests,
and use threats and ultimatums, including walking
out to demonstrate commitment to the goal. This
position could be taken in defense of a position
you believe is absolutely right with the other
position being wrong.

Quick, decisive action is needed.


An emergency looms
Moral issues are at stake.
Unpopular actions are implemented.
One party is playing hardball and you wish to
prevent them from taking advantage of a noncompetitive person.
The issue is trivial and others do not really care
about the outcome or goal you seek.

Requires the ability to argue, rank, and use


sanctions.

The issues are simple and the terms of resolution


are clear.

Collaborating/ Problem-Solving
Uses candid disclosure of interests, brainstorming
options, and fair standards of practice to uncover
the underlying problems and potential benefits to
both parties.

Diplomacy is required to address complex


negotiations.

Requires inquiry and listening skills to probe


disagreements; imagination to find creative
solutions.

Two parties of equal power are committed to


mutually beneficial goals.

Time is plentiful.

Issues and relationships are both important and


valued.
Compromising
Looks for a standard to find a quick, obvious, and
acceptable resolution, i.e. "split the difference".

Cooperation is important but time and/ or


resources are short.

Solutions are often partially satisfactory to both


parties but completely satisfying to neither.

Some solution is better than none.

2005 AAMC. May not be reproduced without permission.

Negotiating with Style

Avoiding/ Withdrawing
Strongly dislikes interpersonal conflict and will go
to great lengths to keep it to a minimum.

An issue is trivial or tangential to more important


and urgent issues and time is short.

May diplomatically sidestep or postpone dealing


with an issue ("Ignore it until it goes away") or
may withdraw from a threatening situation (" I
dont want to play")

When you have little power and believe there is no


chance your goals will be met, but you wish to
block the other party.

Generally likes hierarchy and clear rules.

When the potential danger of confrontation


exceeds the benefits of addressing the issue.
When gathering more information may improve
the decision (when time is in your favor).

Accommodating
Enjoys resolving conflict by solving the other
person s problem, even if neglecting own
concerns.

You realize you are incorrect.

May result from selfless generosity or charity,


obedience, or yielding to anothers point of view.

The issue is less important to you than it is to the


other party, especially if the other party has more
power.

Accomodators are good listeners, known as good


team players

You wish to show you are reasonable and fair.

Preserving harmony is important.

References for Learning More about Negotiation Skills and styles

Fisher R, Ury, W. (1991) Getting to Yes. New York: Penguin Books


Ury W. (1993) Getting Past No, New York: Bantam Books
Shell, G. R. (1999) Bargaining for Advantage, New York: Penguin Books
Babcock L and Laschever S, (2003) Women Dont Ask, Princeton University Press
Craver, Charles B. Negotiation styles; The impact on bargaining transactions. from Dispute
Resolution Journal Feb-Apr 2003.
www.findarticles.com/p/articles/mi_qa3923/is_200302/ai_n9224490 Referenced June 10, 2005
Williams, Scott. Conflict managementstyle and strategy.
www.wright.edu/~scott.williams/LeaderLetter/conflict.htm
Wilen, Tracey. Women and Negotiations. http://womenof.com/Articles/cb012901.asp
Magrane DM. Preparing for Negotiation, AAMC Faculty Vitae
www.aamc.org/members/facultydev/facultyvitae/may05/lessons.htm
Magrane DM. Negotiating for SuccessBasic Stages, AAMC Faculty Vitae
www.aamc.org/members/facultydev/facultyvitae/jan05/lessons.htm

2005 AAMC. May not be reproduced without permission.

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