Conflict Management Strategies
1 Physical Separation This may work when two groups are not
required to interact while achieving targets.
2 Withdrawal Withdrawal from conflict.
3 Dominance Little to prevent reoccurrence of conflict in a
more violent form later on.
4 Appeal procedures Conventional method of resolving disputes
5 Compromise Traditional method - No clean winner / loser
6 Liaison groups /
Intermediaries / Integrators
7 Member rotation
8 Reduce interdependence
9 Procedural & Structural
changes
10 Super ordinate goals Common goals that appeals to all the parties
involved
Can not be completed separately
Demand interdependence / co-operation
11 Identifying a common enemy Sherif & Sherif - Boys Camp
Creation of super ordinate goals
Present a common treat as enemy
12 Integrated problem solving Incorporates that require of both parties
Mutually satisfactory solution
Level of trust between parties.
The basics of Successful Negotiation / The Concept of Bargaining
/ The Concept of Joint Problem -solving
Fixed Price – No Negotiation
Variable Price – No Negotiation
Example : Supermarket – Fixed Price – No negotiation
Your own item to sell - Negotiation
Negotiation involves 2 or more parties
Government – Union Management Negotiation To avert a strike
A number of countries Negotiation Multilateral treaty
Example :
Bargain – The purchase of a carpe
Negotiation – For long term housing / education loan
- Selling a used auto
Bargaining – One party win / one party loss
Seller want – highest price
Buyer want – lowest price
Win – lose situation
Cooperation – 50 – 50 – win-win situation – common interest
5 external factors of Negotiation
The Nature of the issues at stake
The relationship between the parties
The type of parties involved
The time available for the negotiation
The balance of power
You & your Opponent
The people can be categorized in 3 broad types…
1 Analytical Most profoundly influenced by all the things financial,
statistical & factual.
2 Aesthetic Capable of making decisions.
3 Intuitive Has intuitions regarding life, wants – quick decision makers
1) The Analytic Type
They are most profoundly influenced by all things financial, statically &
factual.
Capable of making decisions.
Accountants – Financial Analysist – Business managers
Chief financial officer – Tax consultants
2) The Aesthetic Type
Focuses on how things look & feel and what kind of visceral impact
they have.
More artistic considerations.
Artists – Writers – Actors – Designers
People who are in creative occupations.
3) The intuitive Type
Feeling based people.
Tend to make quick decision.
Jobs that require rapid analysis diagnostic.
Doctors – lawyers – Sales people
How your Opponent Makes Decisions
The strong (Not-so-silent) Type & Negotiation with the strong type
Strong types make decisions quickly & confidently.
They analyze complicated information rapidly, but as they give
quick decision sometime it may be wrong.
Commanding & authorities
Easy to deal with
Respond best to clear
Lead to stick to their view / judgment even they are wrong
Get angry very quickly
The fence straddling type & Negotiation with fence straddling type
Needs more time & likes to reach a consensus before taking any
action.
Often comes back to the bargaining table with all kinds of changes
& variations.
The weak type & Negotiation with weak type
Unfortunate negotiations
Reluctant to make negotiations
Pass the responsibility on to family member / Business Associates /
Friends.
Try to postpone decisions.
Subjects are to be avoided so you don’t attack your opponent’s
self
Negative opinions / gossips about your opponent’s company,
product or colleagues.
Negative opinions on hobbies, movies, books, or interests - unless
you know for sure your opponent agrees.
Jokes (Unless you know your opponents’ sense of humor well)
Anything to do with religion or politics
1 Physical Separation This may work when two groups are not
required to interact while achieving targets.
2 Withdrawal Withdrawal from conflict.
3 Dominance Little to prevent reoccurrence of conflict in a
more violent form later on.
4 Appeal procedures Conventional method of resolving disputes
5 Compromise Traditional method - No clean winner / loser
6 Liaison groups /
Intermediaries / Integrators
7 Member rotation
8 Reduce interdependence
9 Procedural & Structural
changes
10 Super ordinate goals Common goals that appeals to all the parties
involved
Can not be completed separately
Demand interdependence / co-operation
11 Identifying a common enemy Sherif & Sherif - Boys Camp
Creation of super ordinate goals
Present a common treat as enemy
12 Integrated problem solving Incorporates that require of both parties
Mutually satisfactory solution
Level of trust between parties.
The basics of Successful Negotiation / The Concept of Bargaining
/ The Concept of Joint Problem -solving
Fixed Price – No Negotiation
Variable Price – No Negotiation
Example : Supermarket – Fixed Price – No negotiation
Your own item to sell - Negotiation
Negotiation involves 2 or more parties
Government – Union Management Negotiation To avert a strike
A number of countries Negotiation Multilateral treaty
Example :
Bargain – The purchase of a carpe
Negotiation – For long term housing / education loan
- Selling a used auto
Bargaining – One party win / one party loss
Seller want – highest price
Buyer want – lowest price
Win – lose situation
Cooperation – 50 – 50 – win-win situation – common interest
5 external factors of Negotiation
The Nature of the issues at stake
The relationship between the parties
The type of parties involved
The time available for the negotiation
The balance of power
You & your Opponent
The people can be categorized in 3 broad types…
1 Analytical Most profoundly influenced by all the things financial,
statistical & factual.
2 Aesthetic Capable of making decisions.
3 Intuitive Has intuitions regarding life, wants – quick decision makers
1) The Analytic Type
They are most profoundly influenced by all things financial, statically &
factual.
Capable of making decisions.
Accountants – Financial Analysist – Business managers
Chief financial officer – Tax consultants
2) The Aesthetic Type
Focuses on how things look & feel and what kind of visceral impact
they have.
More artistic considerations.
Artists – Writers – Actors – Designers
People who are in creative occupations.
3) The intuitive Type
Feeling based people.
Tend to make quick decision.
Jobs that require rapid analysis diagnostic.
Doctors – lawyers – Sales people
How your Opponent Makes Decisions
The strong (Not-so-silent) Type & Negotiation with the strong type
Strong types make decisions quickly & confidently.
They analyze complicated information rapidly, but as they give
quick decision sometime it may be wrong.
Commanding & authorities
Easy to deal with
Respond best to clear
Lead to stick to their view / judgment even they are wrong
Get angry very quickly
The fence straddling type & Negotiation with fence straddling type
Needs more time & likes to reach a consensus before taking any
action.
Often comes back to the bargaining table with all kinds of changes
& variations.
The weak type & Negotiation with weak type
Unfortunate negotiations
Reluctant to make negotiations
Pass the responsibility on to family member / Business Associates /
Friends.
Try to postpone decisions.
Subjects are to be avoided so you don’t attack your opponent’s
self
Negative opinions / gossips about your opponent’s company,
product or colleagues.
Negative opinions on hobbies, movies, books, or interests - unless
you know for sure your opponent agrees.
Jokes (Unless you know your opponents’ sense of humor well)
Anything to do with religion or politics
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