\nDescription
\nYou are preparing to negotiate for your first car purchase. Answer the following questions:
\nWhat techniques could you use to improve the outcome of this negotiation Outline your techniques fully,
\nincorporating suggestions from your research and readings.
\nExplain whether you used distributive bargaining approach or integrative bargaining approach. Why did you
\nchoose that approach with a car dealer
\nYour submitted assignment should be 1 3 pages. Be sure to use proper spelling, punctuation, and grammar and
\ncite your sources per APA. For more information on APA, please visit the Online Library, which is available
\nthrough the Resources tab.
\nSeveral common themes underlie most definitions of conflict. For there to be a conflict, it must be perceived by all the parties involved. Other conflict themes include opposition, scarcity, blockage, and the assumption that there are two or more parties whose interests or goals appear to be incompatible.
\nProcess of Conflict
\nStage I: Potential Opposition
\nThe first step in the conflict process is the presence of conditions that create opportunities for conflict to arise. Three general categories are communication, structure, and personal variables.
\nStage II: Cognition and Personalization
\nIf the conditions cited in Stage I generate frustration, then the potential for opposition becomes realized in the second stage. One or more of the parties must be aware of the existence of the antecedent conditions. However, just because a conflict is perceived does not mean it is personalized.
\nIt is at the personal level where conflict is felt. It is when individuals become emotionally involved that parties experience anxiety, tension, frustration, or hostility.
\nStage III: Behavior
\nA member engages in action that frustrates the attainment of another\u2019s goals or prevents the furthering of the other\u2019s interests. At this point, the conflict is out in the open. Overt conflict covers a full range of behaviors. These can range from subtle, indirect, and highly controlled forms of interference to direct, aggressive, violent, and uncontrolled struggle. This is also when most conflict-management behaviors are initiated.
\nStage IV: Outcomes
\nFunctional Outcomes
\nLow or moderate levels of conflict could improve the effectiveness of a group.
\nDysfunctional Conflict
\nUncontrolled opposition breeds discontent, which acts to dissolve common ties and eventually leads to destruction of the group.
\nThere are five ways that people tend to handle or resolve conflict. They are: competition, collaboration, avoidance, accommodation, and compromise. Your approach to handling conflict will, to some degree, be influenced by your cultural roots. Americans, for example, have a reputation for being open, direct, and competitive. These characteristics are consistent with a society marked by relatively low uncertainty avoidance and high quantity-of-life rankings. People in countries low in uncertainty avoidance feel secure and relatively free from threats of uncertainty. Their organizations, therefore, tend to be rather open and flexible. Countries high in quality of life emphasize assertiveness. The cultural climate of low uncertainty avoidance and high quantity of life tend to shape a society that is open, direct, and competitive. This premise suggests that uncertainty avoidance and quantity\/quality of life rankings would be fairly good predictors of which conflict styles are preferred in different countries.
\nSelect the Conflict-Management Approach that Works
\nMany people assume that conflict is related to lower group and organizational performance. This assumption is often false. Conflict can be either constructive or destructive to the functioning of a group or unit. When it\u2019s too high or too low, it hinders performance. An optimal level is one in which there is enough conflict to prevent stagnation, stimulate creativity, allow tensions to be released, and sow the seeds for change, yet not so much as to be disruptive.
\nAdvice to managers faced with excessive conflict: don\u2019t assume that there\u2019s one conflict-management approach that will always be best! Select the resolution technique appropriate for each situation.
\nAdditional Materials<\/p>\n
View this presentation for more information on Conflict and Negotiation.
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