When two negotiating parties are working toward the same goal and generally want the same outcome there is no chance for conflict True False?

Adaptation through influence. Negotiation transforms over time, and mutual adjustment is one of the key causes of these changes.

• Mutual adjustment and concession making

• Two dilemmas in mutual adjustment
• Dilemma of honesty; how much of the truth to tell the other party
• Dilemma of trust; how much should negotiators believe what the other party tells them

Outcome perceptions can be shaped by managing how the receiver views the proposed result. Perceptions of the trustworthiness and credibility of the process can be enhanced by conveying images that signal fairness and reciprocity in proposals and concessions.

Satisfaction with negotiation is as much determined by the process through which an agreement is reached as with the actual outcome obtained.

Value claiming and value creation

• Negotiators must be able to recognize situations that require more of one approach than the other.

• Negotiators must be versatile in their comfort and use of both major strategic approaches

There is no single best, preferred or right way to negotiate.

• Negotiator perceptions of situations tend to be biased toward seeing problems as more distributive/competitive than they really are.

• Differences in interests
• Differences in judgement about the future
• Differences in risk tolerance
• Differences in time preference

Conflict

A potential consequence of interdependent relationships is conflict. Conflict can result from the strongly divergent needs of the two parties or form misperceptions and misunderstandings. Conflict can occur when the two parties are working towards the same goal and generally want the same outcome or when both parties wan very different outcomes.

Sharp disagreement or opposition, as of interests, ideas, etc. It includes the perceived divergence of interest, or a belief that the parties' current aspirations cannot be achieved simultaneously.

Conflict results from the interaction of interdependent people who perceived incompatible goals and interference from each other in achieving those goals.

1. Intrapersonal or intrapsychic conflict. Sources of conflict can include ideas, thoughts, emotions, values, predispositions, or drives that are in conflict with each other.
2. Interpersonal conflict
3. Intragroup conflict
4. Intergroup conflict. At this level, conflict is quite intricate because of the large number of people involved and the multitudinous ways they can interact with each other.

• Functions and dysfunctions of conflict.

1. Competitive, win-lose goals.
2. Misperception and bias. Perceptions become distorted. People come to view things consistently with their own perspective of the conflict.
3. Emotionality. Anxious, irritated, annoyed, angry, or frustrated.
4. Decreased communication.
5. Blurred issues.
6. Rigid commitments.
7. Magnified differences, minimized similarities.
8. Escalation of the conflict.

However, conflicts can also be productive. (Table is missing)

• Factors that make conflict easy or difficult to manage

Conflict diagnostic model (table is missing)

Effective conflict management

Dual concerns model.

• Concern about their own outcomes
• Concern about the other's outcomes

1. Contending (competing or dominating). Strong concern about own's outcomes while little concern about others' outcomes. Threats, punishment, intimidation, and unilateral action are consistent with a contending approach.
2. Yielding (accommodating or obliging). Little concern about own's outcomes while strong concern about others' outcomes. Let the other win.
3. Inaction (avoiding). No interest in either own or other's outcomes. Passivity.
4. Problem solving (collaborating or integrating). High concern about both owns and others' outcomes. Pursue approaches to maximize their joint outcome.
5. Compromising. Moderate concern about own's and others' outcomes.

Table is missing