DOTACJE UNIJNE
Transcription
DOTACJE UNIJNE
Sources of conflict Conflict in negotiations Agnieszka Postuła, Ph.D. [email protected] Positive consequences of conflict We speak about differences and problems openly; often, conflict reveals one’s problems that other party didn’t know about (some people don’t admit that conflict exist – but it usually means problems) Conflict extort defining which problems are important (small longlasting contract or big single agreement?) Conflict situation helps to establish priorities (what is more important: average salary or security of employment?) Conflict is favourable to equalizing patries’ positions (the worst solution is to stop trying to make situation better and consider yourself weaker party) Conflict may lead to interesting changes and beneficial solutions. Human needs (need of social security, group affiliation, acceptance etc.) needs aspirations Conflict of interests occurs when needs’ satisfaction is not possible because of others parties’ aspirations (divergence of interests) Time – simultaneous satisfaction of one’s needs Objective causes; conflict between: management – staff, board – shareholder, sale – marketing, production – sale etc. Negative consequences of conflict Escalation of a conflict Pseudosolution of a conflict • • • • • • • • ignoring delaing peaceful co-existence depreciating (dehumanizing) reorientation (scapegoat) separation (moving two parties away of each other living space) fight (irreconciliable pose; other party treat as an enemy) compromise 1 Circle of conflict Conflict of interests Information conflict Conflict of interests Interpersonal conflict C o n Y s ci o u s N n e s s Structural conflict Conflict of values DOMINATION PROBLEM SOLUTION COMPROMISE OMISSION Y Real world N Real conflict False conflict Hidden conflict Lack of conflict NEGOTIATIONS Strategies of conflict resolution My interests Divergence of interests or conviction of parties that their aspiration can not be accomplished simultaneously Definition: two-sided process of communication, in order to reach the agreement, that is making common decision on future actions, when at least some of parties’ interests are contradictory. RETREATING Interests of other party 2 Types of interests When to negotiate When there is no sense to negotiate When there are other ways of conflict resolution: voting, casting, arbitration etc. When there is no correlation between parties When we know everything about other party Contradictory (basic reason and a purpose of conversation) Common (base of agreement) Different (tool of exchange) When negotiating is worthwhile There is mutual correlation of the parties (freedom of one party is limited by interests of other party) There is mutual uncertainty When parties perceive (conflict) divergence interests Cultural acceptation (i.e. arabian or asian style is different from european style of negotiation; in Turkey you must negotiate, in banks negotiations are rather psychological trick) PRISONER’S DILEMMA Negotiator dilemma Smith Do not confess Confess 1 year Do not confess Small punishment for both of them 1 year Johnson release Big punishment for Johnson, nothing for Smith 8 years 8 years Confess Big punishment for Smith, nothing for Johnson release 3 years Creating (cooperation) – seeking for solution beneficial for both parties or beneficial for one party and not expensive for other. Openness, sharing information, common work on possible solutions. Demanding (competition) – division, maximalization of individual benefits. Deceiving about goals, interests and priorities, closing for argumentation. Average punishment for both of them 3 years 3 Negotiator dilemma Smith Creating Demanding good excellent Creating Johnson good fatal trivial fatal Demanding excellent trivial 4