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Negotiation Strategies

The document discusses five conflict resolution styles: avoiding (not addressing issues), competing (win-lose approach), accommodating (subjugating one's goals), compromising (moderate assertiveness and cooperation for suboptimal results), and collaborating (creative win-win approach). It also outlines three leadership styles: authoritarian (leader decides without input), participative (leader includes employees but decides), and delegative (leader allows employees to decide but is still responsible). The conflict resolution and leadership styles provide guidance on when each approach would be most appropriate.

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Retrodjani Konstantin
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55 views2 pages

Negotiation Strategies

The document discusses five conflict resolution styles: avoiding (not addressing issues), competing (win-lose approach), accommodating (subjugating one's goals), compromising (moderate assertiveness and cooperation for suboptimal results), and collaborating (creative win-win approach). It also outlines three leadership styles: authoritarian (leader decides without input), participative (leader includes employees but decides), and delegative (leader allows employees to decide but is still responsible). The conflict resolution and leadership styles provide guidance on when each approach would be most appropriate.

Uploaded by

Retrodjani Konstantin
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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NEGOTIATION STRATEGIES

1. Avoiding Conflict Resolution Style. The avoiding style is low on both assertiveness and cooperativeness. In other words, the manager is not very cooperative in helping the other individuals to achieve their goals, but neither is he/she aggressively pursuing his/her own preferred outcomes in the situation. The original problem, conflict, or situation is never directly addressed or resolved. However, avoiding behavior might be appropriate when the issue is perceived by the manager to be trivial. It might also be an appropriate approach to use when there is no chance of winning or when disruption would be very costly. 2. Competing Conflict Resolution Style. The competing style of resolving conflict is also known as the winlose approach. A manager using this style, characterized by high assertiveness and low cooperativeness, seeks to reach his/her own preferred outcomes at the expense of other individuals. This approach may be appropriate when quick, decisive action is needed, such as during emergencies. It can also be used to confront unpopular actions, such as urgent cost cutting. competing suppliers 3. Accommodating Conflict Resolution Style. This style reflects a high degree of cooperativeness. It has also been labeled as obliging. A manager using this style subjugates his/her own goals, objectives, and desired outcomes to allow other individuals to achieve their goals and outcomes. This behavior is appropriate when people realize that they are in the wrong or when an issue is more important to one side than the other. This conflict resolution style is important for preserving future relations between the parties. interpersonal
coworkers

4. Compromising Conflict Resolution Style. This style is characterized by moderate levels of both assertiveness and cooperativeness. Compromise can also be referred to as bargaining or trading. It generally produces suboptimal results. This behavior can be used when the goals of both sides are of equal importance, when both sides have equal power, or when it is necessary to find a temporary, timely solution. It should not be used when there is a complex problem requiring a problem-solving approach. little
importance

5. Collaborating Conflict Resolution Style. This approach, high on both assertiveness and cooperativeness, is often described as the win-win scenario. Both sides creatively work towards achieving the goals and desired outcomes of all parties involved. The collaboration style is appropriate when the concerns are complex and a creative or novel synthesis of ideas is required. The downside of this approach is that the process of collaborating mandates sincere effort by all parties involved and it may require a lot of time to reach a consensus. creative energies to find innovative answers WIN-WIN

Leadership Styles
Authoritarian (autocratic)
This style is used when leaders tell their employees what they want done and how they want it accomplished, without getting the advice of their followers. Some of the appropriate conditions to use it is when you have all the information to solve the problem, you are short on time, and your employees are well motivated.

Participative (democratic)
This style involves the leader including one or more employees in the decision making process (determining what to do and how to do it). However, the leader maintains the final decision making authority. Using this style is not a sign of weakness, rather it is a sign of strength that your employees will respect.

Delegative (free reign)


In this style, the leader allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. This is used when employees are able to analyze the situation and determine what needs to be done and how to do it. You cannot do everything! You must set priorities and delegate certain tasks.

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