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Chapter 4

Negotiation Style

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

Learning Objectives for


This Chapter
To learn the four major negotiation styles.
To learn how personality affects negotiation
style.
To assess your natural and habitual
negotiation styles.
To learn how to choose the appropriate
style.
To identify steps toward developing
effective negotiation styles.

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

Exercise

Supose that you and a friend are walking


together. A stranger approaches you and
offers to give of two of you one hundred
thousand dollars. There are strings attached.
The only one requirement however is that
you have five minutes to decide how the two
of you will share the money. If you cannot
agree within five minutes, no money will
change hands. What is your first impulse in
response to situation 1?

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

Negotiation Style

Avoidance
Adversarial/Competitive
Accommodating/Compromising
Cooperative/Collaborative

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

Avoidance

Negative approach of the conflict


Avoiding is retreating or withdrawing,
failing to engage, ignore the existence of
the conflict
Can be total or partial
Avoiding may sustain positive outcomes but
permits escalating negative outcomes.
High external locus of control and low
assertiveness may drive an avoidance style.

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

When Avoiding Is
Appropriate

Tempers are HOT.


Critical information is lacking.
There is inadequate time at the
moment to address the matter
effectively.
The matter in dispute is unimportant.
The relationship is much more
important than the matter in dispute.

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

Adversarial/Competitive

Competing creates a win/lose game.


Negative attitude toward conflict, high
competitiveness, high need for
achievement, high need for personal
power, high Mach, and low emotional
stability may foster a competitive style
Criticizing, defensiveness, accusatory
language, power-over-tactics,
manipulation

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

When Competing Is
Appropriate

There is an emergency and you are


in a position to save yourself and
others.
You possess special knowledge or
authority.
There are no other options and you
cannot be hurt by the other party.

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

Accommodating/Compro
mising

Compromising gives up something.


High internal locus of control and
high need for affiliation may foster a
compromising style.
Neutral view toward the conflict
generally

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

When Compromising Is
Appropriate

If no better option is available and


non-negotiated option is not better
The relationship is much more
important than the matter in
dispute.
Next-to-best last resort

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

Cooperative/Collaborativ
e

Collaborating creates win/win.


High internal locus of control,
feeling preference, Type B, high
emotional stability, high need for
social power, and high need for
achievement may foster a
collaborative style.

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

When Collaborating Is
Appropriate
ALMOST ALWAYS

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

Distributive Versus
Integrative Negotiation

Distributive negotiation presumes


limited resources and limited
options.
Integrative negotiation seeks
resources and options.
Distributing is competitive.
Integrating is collaborative.

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

Analyzing Your SelfAssessment

One consistent style across all


persons and situations may reflect
habit rather than appropriate choice
of style.
Differing styles among persons and
situations may reflect appropriate
choice of style or differing needs and
goals.

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

The Contingency
Approach

Choice of negotiation style impacted


by many factors including context,
situation, facts, and people involved.
Intelligent diagnosis and assessment
are necessary for making an
effective choice.

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

Be Flexible

A contingency approach means being


flexible.
Expect the unexpected.
Know how to adapt to changes in the
mix.
Know how your personality affects your
flexibility.
Judgers typically find adaptability more
difficult than do perceivers.

CONFLICT MANAGEMENT
A Practical Guide to Developing Negotiation Strategies
By Barbara A. Budjac Corvette

PRENTICE HALL
2007 Pearson Education, Inc.
Upper Saddle River, NJ 07458

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