Manejo de conflictos_materia

1CONFLICT MANAGEMENTRelationships, Trust and EthicsCamilo PérezNI0274 –Conflict Management2DominationIntegrationCompromiseSuppressionAvoidance•Different theoretical approaches•Refer to the motivational orientation of the parties involved •Concern on WelfareConflict Handling Styles3Cooperation vs. CompetitionCONFLICT MANAGEMENTIndividualism CompetitionCooperationOriented to individual benefits and gainsNegative interdependencePositive interdependece4•In competitiveapproaches to conflict, parties work againsteach other for maximization of self-interests•Competitive approaches consist of:–Win-loseoutcomes--one side “wins” and the others “loses” –Dividing a fixed “pie” --the issues of contention (or the “pie”) are thought to be fixed Competitive Approaches5Characteristics•Obstructed communication•Mutually negative attitudes•Other cannot be trusted•Inability to divide and coordinate work•Ongoing disagreement•Power struggles•Damaged relationships•Coercive tactics, threat or deceptionCompetitive Approaches6Cooperative Approaches•In cooperativeapproaches to conflict, parties work witheach other for maximization of mutual interests•Cooperative approaches consist of:–Possiblewin-winoutcomes --both sides “win” or get what they want–Parties seek to expandthe “pie” --the issues of contention (or the “pie”) are thought of as dynamic7Characteristics•Effective communication•Friendliness and helpfulness•Coordination of effort•Feelings of agreement and goodwill•A recognition of the legitimacy of the Other’s interests•Trust and sensitivityCooperative Approaches8Type of interdependence among goals Type of actions taken by the parties involvedStage of the NegotiationInfluencing Factors•Goal interdependence–Positive --attaining your goal is positively correlated with the other side attaining theirs: leads to cooperation –Negative --attaining your goal is negatively correlated with the other side attaining theirs: leads to competition 9Type of interdependence among goals Type of actions taken by the parties involvedStage of the NegotiationInfluencing Factors•Actions Personality•Cooperative personalities–Collaborative --high assertive; high compromise–Compromising --moderate assertive; moderate compromise–Accommodating --low assertive; high compromise•Competitive personalities –Competing --high assertive; low compromise–Avoiding --low assertive; low compromise10Type of interdependence among goals Type of actions taken by the parties involvedStage of the NegotiationInfluencing Factors•Stage of the negotiation–Initial stages --are more conducive to: cooperation–Final stages --are more conducive to: competition11Cooperation vs. Competition•Based on the other’s intentions•Fitness vs. RejectionSubstitutability•Predisposition to respond•To environment or selfAttitudes•Readiness to accept another’s influence•Vs. obstructionInducibility12The Negotiator’s Dilemma•The “Negotiator’s Dilemma”refers to the decision about when to cooperate and when to compete•Parties may start cooperatively to:–Seek common ground–Enlarge the “pie” as much as possible•Eventually the “pie” must be divided:–Mightrequire a competitive approach–Cooperative approaches should be maintained as long as possible to limit damage to relationships 13Importance of Trust13What is the importance of trust?14Importance of Trust•Glue that holds relationships together•Usually the first casualty of conflict•If trust doesn’t exist then the conflicts tend to become destructive and their resolution complicated•Trust is fundamental for cooperative approach.•Makes conflict resolution easier and more effective15What is Trust?•Belief, expectancyPersonality•Institutional•Behavior according to rules and normsSociology /Economics•Expectations on the other party in a transactionPsychology16Trust and Conflict Management•Individual belief in other and willingness to act on the basis of the words, actions and decisions of other. It is influenced by:-Individual natural disposition-History of relationship-Situation parameters: Trust isMultifaceted17Calculus–Based Trust•Calculation on the behavior of the other party•System of rewards and punishment•Reputation and trustworthiness•Cost –Benefit analysis•Based on judgments18Calculus–Based TrustHow to build and manage CBT?•Stepwise: CBT is developed as we observe behaviour patterns over time: predictability, reliavility, consistency of behaviour.•Keeping promises•Placing trust in other despite the risk•System of rewards and punishment19Identification–Based Trust•Awareness of shared values and goals•Internalization of the other’s intentions and desires.•Strong emotional bond: acting for each other•Collective identity20Identification–Based TrustHow to build and manage IBT?•Spending time together•Developing a common identity•Creating joint actions•Commiting to commonly shared values•Working together•Placing common goals.21Trust and DistrustTrustDistrustAre theyoppositeendof thesamedimension? NO?22Trust Violations•The trustor’s expectations of the trustee’s behavior are disconformed.–Lower subsequent trust–Reduce future cooperation•Assignment of culpability•Emotional state: adjust perceptions•Different levels of damage: How to determine the impact of violations on the relationship?23Offense Severity•Level of damage on the relationship–Magnitude of the offense–Number of previous violations–Specific dimension of trust that was violatedDistrust RetributionEscalationTermination24Rebuilding Trust1.Parties exchange info about perceived violation2.Victim must be willing to forgive.3.Communication and re-commitment to a high IBT relationship4.Discuss strategies to avoid violation in the future.25Rebuilding Trust262627What is Ethics?•Social standards for right and wrong•Control behaviorMorals Individual and personal standardsPhilosophical Public Business Individual28Ethical ConcernsEnd-Result•Pros and cons of the consequences •How to define utility?Rule •Commitment to law, moral standards and norms•Who makes the rules? Which legislation to consider?Social Contract •Customs and social norms of a community•What individuals ought to the communityPersonal•Be consistent with the own conscience•Limitations29Deceptive TacticsMisinterpretation of one’s position to another partyBluffingFalsificationDeceptionSelective disclosure or misinterpretation of constituenciesEmotional manupulation30•Power Value for the negotiation–Relation between ethics and truthful information–Advantages•Negotiation Style•Obtain inappropiate gainsMotivations313132Predisposition to Unethical TacticsDemography•Age•Ethnicity•Nationality and culture•Experience•Profession•Education•TrainingPersonality and morals•Competition vs. Cooperativeness•Machiavellianism•Locus of control•Moral development•Personal ValuesSocial context /Situation•Relation with the other party•Relative power•Group and organizational dynamics: acting as an agent vs. own representation33ConsequencesEfficacyNegotiator’s own reaction to the use of unethical tacticsReaction of target audience