...1.0 introduction The Thomas Kilmann Model is simple tool that provides practice scenario of particular methodologies to managing conflict viably. The exploration upheld TKI offers a commonsense approach to launch safe and nonemotional discourse to resolve conflict. That is the reason its perfect for utilization in such a variety of diverse situations. It can additionally enhance organizational profit by helping individuals pick up knowledge into their own particular and others' conduct which thus helps them settle on better decisions about conclusions. The TKI is directed in simple to-utilize online and self-scorable configurations. Conflict is an inescapable part of human relationships. Where responsibility to mission and extended periods with negligible assets converge, not-for-profit work environments might be overflowing with conflict trades. Conflict can go out from administering varying viewpoints and clearly inconsistent concerns. Assuming that we can acknowledge it as a regular part of our zealous scene, it might be simpler to work with than in the event that we need (or wish!) conflict to never resurface. 2.0 Introduction of Thomas Kilmann Models. The Thomas-Kilmann Conflict Mode Instrument is intended to evaluate an individual conduct and behavior in certain scenarios. "Conflict Situations" are the scenarios in which the concerns of two individuals seem, by all accounts, to be incongruent. Conflict is a social culture...
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...Resolving a Prison Crisis Damon R. Lasley, III Oakland City University A prison crisis can be a terribly dangerous situation that has the potential to become deadly is it is not resolved quickly. While the crisis is often contained within the walls and fences of the prison, outside influences can be a contributing factor to either escalate or de-escalate and resolve the situation. By rapid response and execution of a crisis control plan, prison officials can prevent further deaths and injury to prison staff and inmates and destruction of prison property. Three approaches to solving a prison crisis, tactical intervention, negotiations and waiting for the conclusion. Implementing tactical intervention often involves the introduction of an emergency response team which makes a planned tactical strike which they have prepared for. Prison tactical staff have the special skills and training required to deal with such incidents and they are also frequently called to action as a precautionary measure with the vast majority of such incidents being dealt with very quickly with minimal disruption to the prison (converseprisonnews.com). Hostages being taken is often the deciding factor for prison officials in putting a tactical maneuver into place. By forcibly retaking control of the prison from the rioting inmates, the prison officials may implement the use of deadly force since the force of a tactical assault must bear overwhelming force, which will overtake the riotous inmates...
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...and result in wasted time. Causes of Conflict A s you may discern, the causes of conflict are numerous and each has their own accompanying challenges. Within the organization however, C. Brooklyn Derr in his book Major Causes of Organizational Conflict: Diagnosis for Action, stated that there are six (6) main causes of conflict: 1) The interpersonal disagreements that arise when one person is experiencing individual stress. People bring their whole selves to the workplace and they may be experiencing stress as a result of their membership in other organizations (e.g., voluntary groups, the family) or they may be working through psychological issues (e.g., depression, personality change, identity crisis). “One employee who lashes out inappropriately can cause a decline in a company’s general morale, can cause friction with colleagues, and may cause enough distraction that...
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...seized control of the prison, taking 33 staff hostage. Prison officials continued negotiations with the inmates for 4 days. The prisoners continued to unsuccessfully negotiate with Correctional Services Commissioner Russell G. Oswald and then later with a team of observers that included Tom Wicker, an editor of the New York Times, James Ingram of the Michigan Chronicle, state senator John Dunne, state representative Arthur Eve, civil rights lawyer William Kunstler, Minister Louis Farrakhan, National Representative of the Nation of Islam and others. (The Attica Uprising, 2013) Authorities finally agreed to 28 of the prisoners' demands, however they would not agree to complete amnesty from criminal prosecution for the prison takeover or for the removal of Attica's superintendent. Finally the Governor Nelson Rockefeller ordered state police to overtake the prison and take back control. As a result of this tactic at least 39 people were dead, including ten correctional officers and civilian employees. (The Attica Uprising, 2013) On September 5, 1972, eight members of the Palestinian terrorist organization, Black September, snuck into the Olympic Village at the XXth Olympic Games in Munich, Germany. The Black September members raided the building housing the Israeli athletes. Two Israeli athletes were killed during the raid and nine others were taken hostage. After hours of failed negotiations the terrorists demanded a plane to take then to Cairo Egypt. German officials decided...
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...Fuller and Shriya Mohan, 8-1-2013 2 * Capturing hostages is believed to be the only way for Naxalites to get the government to lend them their ears. So by agreeing to talk only when kidnapped, are we not asking to be held at gunpoint? At left, Maoists during a training session in the Dantewada forest. (Right) Sukma Collector Alex Paul Menon, accompanied by an interlocutor, following his release by the Maoists in the forests of Chintalnar in Chhattisgarh, in May last year.— photos: Akhilesh Kumar * When Roger Fisher, negotiation guru and former director of the Harvard Negotiation Project, was once asked in an interview if he could really negotiate with a terrorist, he said, “I’d much rather listen to them than fight. A lot of times, they’ve got legitimate grievances packaged as extreme political positions.” Near the end of 2012, the government made an important move towards negotiations with the Maoists, promising to put in place Crisis Management Groups (CMG), which are essentially teams to negotiate hostage situations in Left Wing Extremist (LWE) States. Clearly, the two high profile Maoist kidnaps of last year — Collector Alex Paul Menon at Chhattisgarh and the Italian tourists at Orissa — created much national distress. But as we embark on combating a new year of conflict, let us reflect for a bit. Capturing hostages is believed to be the only way for Maoists to get the government to lend them their ears. So by agreeing to talk only when kidnapped, are we not...
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...In May of 2011, the United States reached its debt ceiling cap which could have caused major issues to the American government and economy. The debt ceiling cap is the amount of money the government can legally borrow to pay off its debts owed to the public including U.S. bonds and government trust funds such as Medicare and Social Security. The first debt ceiling limit was set in 1917 at $11.5 billion and has been raised 74 times since 1962. Ten of those times have been since 2001. If the debt ceiling wasn’t raised U.S. Treasury would not have the authority to borrow any more money which is a problem because the government borrows to make up the difference between what it spends and what it takes in. That means the government would have to pick and chose who to pay and who to put off paying and this puts the country in the perception of being in default (Sahadi, 2011). To avoid going into default in May, Treasury Secretary Timothy Geithner took extraordinary measures and was able to bring the total debt down enough to allow the government to continue borrowing until August 2, 2011. Although disaster was briefly postponed, the debt ceiling debate deadline was looming and sparked a significant conflict between Republicans and Democrats in Congress and the President. Republicans did not want to raise the debt ceiling without making significant spending cuts and used the urgency of the situation as leverage to try and negotiate to get what they wanted (Sahadi, 2011). The form...
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...Discuss the conflict that is occurring at General Hospital. The major conflict that is occurring at General Hospital is financial in nature. The hospital is facing a potential nosedive in revenue as well a decrease in patients with better health care plans that generate better revenue. As a result, the CEO Mike Hammer is faced with the dilemma on how to cut cost to prevent the hospital from going under financially and facilitating a medical staff that seems to be in direct conflict with his previous decisions and perception on how to solve the problem. Additionally there is a significant intergroup conflict amongst the critical stakeholders within the hospital preventing the development of a sound resolution to address the pending fiscal crisis. The hospital is troubled with all four fundamental sources of a intergroup conflict. The stakeholders in this scenario each represent a critical aspect of the hospital’s success. However, their ability to communicate effectively and work collaboratively together continues to be an underlying conflict as well. Ultimately Mr. Hammer will have to develop a solution that is amenable to the public, medical staff, board members and to the longevity of the hospital. 2. Discuss the conflict management styles that are evident in the case. Forcing, accommodating, and avoiding are the three conflict management styles that are evident in this case. Mr. Hammer used a passive aggressive forcing technique by hiring Ms. Hardening to be the “bad...
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...Faculty of Business Administration Negotiation Techniques NEGOTIATING IN THE REAL WORLD By: NITA ANA-MARIA I. Presentation of the parties involved 1. Cloud Nine Cosmetics is a Romanian company that is starting to grow its share in the hair dye and hair care market. The company needs a new color supplier, however the focus is on finding a natural colorant, in order for their products to maintain their high quality. Therefore, the company had investigated the exterior market and found an Indian supplier. Knowing that Indian manufacturers are usually family businesses they would have to introduce themselves through a contact that works with the company, and negotiate the contract taking into account the formalities and procedures of a different culture. 2. Accha manufacturers is an Indian family owned business, however it is less traditional in the fact that there is a woman, mrs. Hari Prabvu, as a general manager. They have been in business for centuries and they have managed to be around by adapting to the new environments while keeping their traditions alive through their process of creating the colorants. Their strategy is to extend to the International market, therefore start supplying for exterior companies. However, they would need to build some long term business relations, since that is the only way they would be willing to collaborate. This means that their partners have to be trustful, because this is their way of working. The colorants they make...
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...NEGOTIATION S P E C I A L R E P O R T Program on Negotiation at Harvard Law School Helping you build successful agreements and partnerships Business Negotiation Skills 5 Common Business Negotiation Mistakes In this Special Report, the experts and editors from Harvard’s Program on Negotiation offer advice from past issues of the Negotiation newsletter to help you avoid common pitfalls and build better relationships and agreements with your colleagues, clients, and those closest to you. You will learn to: ■ Identify opportunities to expand the pie of resources. ■ Take steps to ensure you don’t overvalue your assets. ■ Guard against a backlash from less powerful parties. ■ Gain a keener understanding of what you really want. ■ Avoid being hurt by overcommitment to a deal. www.pon.harvard.edu $25 (US) Program on Negotiation at Harvard Law School Negotiation Editorial Board Board members are leading negotiation faculty, researchers, and consultants affiliated with the Program on Negotiation at Harvard Law School. Max H. Bazerman Harvard Business School Iris Bohnet Kennedy School of Government, Harvard University Robert C. Bordone Harvard Law School John S. Hammond John S. Hammond & Associates Deborah M. Kolb Simmons School of Management David Lax Lax Sebenius, LLC Robert Mnookin Harvard Law School Bruce Patton Vantage Partners, LLC Jeswald Salacuse The Fletcher School of Law and Diplomacy, Tufts University James Sebenius Harvard Business School Guhan Subramanian Harvard Law...
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...CHAPTER 1 The Nature of Negotiation Objectives 1. 2. 3. 4. Understand the definition of negotiation, the key elements of a negotiation process, and the distinct types of negotiation. Explore how people use negotiation to manage different situations of interdependence—that is, that they depend on each other for achieving their goals. Consider how negotiation fits within the broader perspective of processes for managing conflict. Gain an overview of the organization of this book and the content of its chapters. Chapter Outline A Few Words about Our Style and Approach Joe and Sue Carter Characteristics of a Negotiation Situation Interdependence Types of Interdependence Affect Outcomes Alternatives Shape Interdependence Mutual Adjustment Mutual Adjustment and Concession Making Two Dilemmas in Mutual Adjustment Value Claiming and Value Creation Conflict Definitions Levels of Conflict Functions and Dysfunctions of Conflict Factors That Make Conflict Easy or Difficult to Manage Effective Conflict Management Overview of the Chapters in This Book Chapter Summary “That’s it! I’ve had it! This car is dead!” screamed Chang Yang, pounding on the steering wheel and kicking the door shut on his 10-year-old Toysun sedan. The car had refused to start again, and Chang was going to be late for class (again)! Chang wasn’t doing well in that management class, and he couldn’t afford to miss any more classes. Recognizing 1 2 Chapter 1 The Nature of Negotiation that it was finally...
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...remained effective at managing remarkable risk exposure throughout its history. For example, the economic crisis that occurred between 2008 and 2009 plunged businesses organizations into challenges. Also, there are has been continued calls for business organizations to all sizes to have more robust enterprise-broad risk oversight. The management at Target Corporation has continued the search for different methods to hike the value of its risk oversight tireless efforts. The company has also continued to strengthen its risks focus that is associated with its strategic areas of focus. Contingency Plan For the last few decades, Target Corporation has embarked on effective negotiations that have proved to work. Evidently, this initiative has impacted this retail store in many ways, and some tangible benefits have come to realization. Effective negotiations incorporate several concepts which the retail corporation has implemented. It remains clear that buying goods and services requires some negotiating power though negotiating principles remains the same across all platforms (Rowley, 2003). Skilled negotiators in Target Corporation have learned several aspects of negotiating to meet their expectations. Several steps are deemed necessary in the negotiation process, and they catalyze the whole process positively. Notably, preparation appears as the first stage for an effective negotiation process in which decisions dominates this step, and both financial and nonfinancial matters come to...
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...Nicky Shepard September 19, 2013 CJ 407 Midterm Dan Terry PART 1 In this scenario 26 year old Bradley has involved his self in a non-hostage situation. This is considered non-hostage because of his emotions. He thinks his wife is having an affair with her college professor. Bradley is in the Pre-contemplation Stage in which he sees no reason to change and is likely to resist suggestions that he change. Validating Bradley’s lack of readiness to change by making his resistance normal; supporting his effort to re-evaluate his behavior and situation; and using reassurance, empathy, sharing commonalities, humor, being non-judgmental, and active listening during this stage. Kelln and McMurtry (2007) suggest that during the pre-contemplation stage the goal is for negotiators to develop rapport and to get the actor to recognize there is a problem. I think that this situation is negotiable, because Kelln and McMurty suggest that the negotiator use the following tactics to achieve the goals of this step in the change process: Validate the actor’s lack of readiness to change; encourage an examination of the pros and cons of their situation; encourage a re-evaluation of their behavior; explain and personalize the risk to the actor; identify and promote positive expectations of future plans and expectations; and show concern for the actor’s safety. PART 2 Bradley’s instrumental demands would be letting five students go he would get some food, a bottle of whiskey, and a promise...
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...Negotiations Strategy Article Analysis Negotiations Strategies Integrative strategy is a process that allows both parties to maximize their objectives within their proposed deal. Using this type of strategy allows both parties involved to walk way from the table with the sense that they have both come out on top and have lost nothing in return. This is referred to as a win-win situation unlike that of the distributive bargaining. Either party in integrative bargaining has to lose anything in order to achieve their ultimate goal in the deal. In this bargaining strategy, both parties need to be willing to come to the table with an open mind and voice all of their information that they have. Distributive negotiation is the process in a deal or transaction where the parties are trying to divide something up into that of a smaller piece or section. Both parties involved want to achieve something in the process but are more like not to want to take a little loss to achieve their goals. This is also known in business as a win-lose situation. This type of strategy or process is also not good for long term relationship in business like that of integrative bargaining where the parties involved would like to continue to do business and have a investment that will be long term. Both integrative and distributive strategies can be used within the workplace, depending on the nature of negotiations and the line of business. In some cases, there are businesses that will...
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...reason and remonstrance; it made constructive proposals such as the induction of a United Nations force pending a plebiscite. But nothing made India budge an inch. Nothing moved the primary organ of the United Nations into action. Such was the position in the Security Council. Outside the Council, from 1949 to this day, India has spurned every offer, rejected every suggestion, and barred every avenue for the peaceful settlement of the dispute. It has ruled out recourse to the International Court of Justice. It has rejected mediation, conciliation and even good offices, including those of the Secretary-General. Whenever India has made a show of willingness to enter into bilateral negotiations with Pakistan, it has been only to tide over some crisis in its internal or foreign relations. In the long negotiations in 1962 and 1963, during the Sino-Indian conflict, India’s position was that it would retain the possession of Kashmir, which it had obtained by force, and all there was to negotiate was how best to establish it in that...
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...International Business 690B (CRN 27145) Negotiating Across Cultures Spring 2012 Wednesday 7:05 pm – 9:45 pm Classroom: Clinton Hall #107 Instructor: Brian Rawson Office: 338 Clinton Hall Office Hours: Monday & Wednesday 10:45am – 12:30pm Monday & Wednesday 3:00 pm – 5:30pm Phone: 316-978-7109 E-mail: brian.rawson@wichita.edu Required Materials: CoursePack ID # 369570 or 369571 or 369574 or 369575 from Xanedu.com To determine which coursepack you should order, please see the file on Blackboard “Which Coursepack You Should Order” To purchase the required CoursePack for this course: 1. Go to: http://www.xanedu.com/login.shtml?PackId=369570 (Your coursepack ID may be different from the example link above. Please insert YOUR proper ID number.) 2. If you have previously registered for another CoursePack, log in. If not, click the Register link underneath the Students heading. Complete the registration page and click Continue. 3. Confirm your CoursePack selection and click Continue. 4. Complete your billing information, confirm and click Continue. 5. After completing the purchase pages, you will be taken to your CoursePack. 6. If you have problems, contact XanEdu Customer Service at 1-800-218-5971 (option 4) or email cust.serv@xanedu.com. 7. Each individual student must purchase his/her own access to the CoursePack. Once you have access to your CoursePack...
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