...89% who tried on furniture saved an average of $300 • Cell phone plans, eye glasses, credit card fees, doctors, lawyers, jewelry, appliances – what else? Why Don’t We Negotiate More? • 35% refuse to bargain, period • 20% of women say it makes them uncomfortable – Men? • Why do we feel uncomfortable? • Ages 18‐29 enjoy it the most, over 60 the least • 43% who earn less than $50K/yr have tried, compared with 58% of higher earners Consumer Reports, August, 2013 1 10/2/2015 What is a Negotiation? “Broadly defined, negotiation is the process of back-and-forth communication aimed at reaching agreement with others when some of your interests are shared and some are opposed.” (Ury, Getting Past No) “A negotiation is an interactive communication process that may take place whenever we want something from someone else of another person wants something from us” (Shell, Bargaining For Advantage) Why Learn to Negotiate Better? • Personal: Improve your ability to create and claim value for yourself • Getting a “good deal” in business transactions (car, house, sales contracts) • Advancing your career (job offers, promotions) • Resolving interpersonal conflicts (SO, boss, coworkers) • Non‐Personal: Improve your ability to identify value‐creating opportunities and leverage them to the benefit of everyone involved • Done well, ALL parties are better off than they would be otherwise Negotiation in Action: Rick Snyder and Detroit City Council Source:...
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...[1992] 2 VR 480 What is priority? Where two or more parties have valid but competing interests in the same property, the dispute is a priority dispute. Different rules apply to resolve priority disputes depending upon the nature of each party’s proprietary interests in the property. Factors relevant to the resolution of these disputes include: * which of the competing rights arose first in time; * whether the holder of the rights arising later in time was aware of any prior interests; * the conduct of the holder of the earlier interest. The rules for determining priority of interests should be studied in conjunction with Module 2 in this course and should also be considered in relation to competing assignments of equitable interests in the course on Trusts. The priority rules Competing legal interests The general rule for determining priority between competing legal interests is that priority is given to the one created first in time. Competing priority of company charges is determined by the Corporations Act 2001 (Cth). Competing equitable interests The general rule Where the competing interests are equitable, the general rule is that if the equities are equal, the first in time will prevail. Latec Investments Ltd v Hotel Terrigal Pty Ltd (1965) 113 CLR 265 Wu v Glaros (1991) 55 SASR 408 Precise classification of the competing equitable interests is largely irrelevant to determining priority between them, unless one of the competing equitable interests...
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... 2.1 Competing 4 2.2 Collaborating 4 2.3 Compromising 5 2.4 Avoiding 5 2.5 Accommodating 6 3.0 Example of Thomas-Kilmann Model Modes 3.1 Competing Component 7 3.2 Collaborating Component 7 3.3 Compromising Component 8 3.4 Avoiding Component 8 3.5 Accommodating Component 9 4.0 Conclusion 10 5.0 APA References 11~12 1.0 Introduction The purpose of this report was to critically analysis the Thomas – Kilmann Conflict Modes Model. In this report, student needed to discuss of the principles underlying the framework and relate the framework with appropriate example. Those framework included Avoiding, Competing, Compromising...
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...Contents 1.0 Introduction 1 2.0 Thomas-Kilmann model 2 2.1 Competing 2 2.2 Collaborating 3 2.3 Compromising 3 2.4 Avoiding 3 2.5 Accommodating 4 3.0 Example of Thomas-Kilmann Model 5 3.1 Competing Component 5 3.2 Collaboration Component 5 3.3 Compromising Component 5 3.4 Avoiding Component 5 3.5 Accommodating Component 6 4.0 Conclusion 7 1.0 Introduction Through all those cases that the Thomas-Kilmann Model have giving 5 solving method to solve the conflict in every situation. Conflict may occur in every places, this model have giving us to know in what conflict using what solving method. Refereeing to the appendix 1 the scores are arranged in descending order by percentile, with the highest score indicating the most frequently used conflict mode in the organization. (W.Thomas & H.Kilmann, 2010) Conflict in the workplace seems unavoidable, but that does not mean it cannot be diffused when it occurs. So using the Thomas-Kilmann Model to solve every conflict in the organization whether is the employee with employee or upper-Management people. Every people have their own behavior and solving conflict method. Thomas-Kilmann Model is a choice to help them to get or to know how to deal with the conflict. 2.0 Thomas-Kilmann model Thomas-Kilmann model was designed in the year of 1970 and in each method was dealing in different situation and create by two psychologists, Kenneth Thomas and Ralph Kilmann. As we navigate the world and...
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...There are five major types of strategies that management could use to resolve conflicts in the work area. The five strategies are accommodating, compromising, collaborative, avoiding, and competing. Depending on the urgency and the type of conflict in the workplace, will decide what conflict strategy would be used to resolve the conflict at hand. Recognizing the conflict and the conflict management strategies strengths and weaknesses will assist management in developing a conflict management plan to solve the conflict between David and James. Each of the five management strategies has its own strengths and weaknesses that management needs to be aware of in order to settle a conflict. The accommodating strategy is low in assertiveness and high in cooperation. This strategy puts the others needs or interest before his or her own just to maintain a harmonious relationship. In certain conflicts this could be fine because it allows the other party to feel like they have won the conflict, which could lead to a faster resolution. The problem with the accommodating strategy is the outcome is of low importance. The compromising strategy is moderate assertiveness and moderate cooperation. Using the compromising strategy there is no clear winner or loser. The compromising strategy is defined as “giving up more than you want”. This strategy is used as a temporary solution to the conflict not a permanent one, which could create a bigger problem later. The compromising strategy...
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...separate parties, management must act swiftly to engage the situation and find the appropriate solution to the problem. Not doing so may result in a decline in work efficiency or perhaps something much worse. In our case, David Nguyen and James Deal were two of the employees selected as part of the team for CardiCare Valve heart valves. However, them seem to be having their own issues between each other that must be resolved before they can progress together as a team. Both individuals feel that the other is doing whatever they can to either limit productivity or to harm their reputation. The following conflict management strategies should be considered when issues in the workplace surface: competing, collaborating, avoiding, accommodation, and compromising. The competing strategy “occurs when one party absolutely feels they have the authority to be right and the other party must give in regardless of feeling” (Bright, 2014). Competition is effective in the workplace when separate parties have great confidence and know that their approach could solve an issue The main problem with competition, however, is that the loser may become more upset and hold grudges against the winner. The collaboration strategy “is the win-win form of conflict resolution in which, at the end of negotiations, both parties feel they have gained something and no one feels as if they lost something” (Bright, 2014). The weakness in this strategy is that too much time is wasted because both parties must be...
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...CONFLICT MANAGEMENT How do we manage conflict so the organization and personnel don’t suffer? Can we actually derive benefits from conflict? The purpose of this paper is to answer these questions and give you insight into the options available to managers for the successful management of conflict. Conflict is inevitable in every organization and often times necessary to ensure high performance. Ken Thomas defined conflict as the process that results when one person (or a group) perceives that another person or group is frustrating, or about to frustrate, an important concern. (Thomas: 891) Conflict involves incompatible differences between parties that result in interference or opposition. Such differences can serve as a motivator for positive change or cause decreases in productivity. Conflict, therefore, can be constrictive or destructive. Conflict is destructive when it produces barriers to cooperation, destroys morale and diverts energy from important tasks and issues. It is constructive when it leads to a solution of a problem or a higher level of understanding and communication between individuals or groups. So then we can say that conflict is both constructive and destructive it just depends on how you manage it. In the past, managers were trained to avoid conflict because of the negative repercussions that sometimes resulted. Today however, many management trainers are advocating that since there are some benefits derived from having conflict...
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...Sources, Methodologies and Styles of Conflict Management Mohammad Atashak Member of Young Researchers Club matashak@yahoo.com 09123123141 Parisa Mahzadeh Master degree in educational administration p_mahzadeh@yahoo.com 09122397950 Abstract: Conflict management is an ongoing procedure. It entails continual communication and supervision. In this article, has been reviewed the evolution of conflict management and have been studied sources of conflict, styles of conflict management, conflict management methodologies and major features of the conflict management module and in the end has been presented conflict reduction strategies. Key worlds: conflict management, sources of conflict, styles of conflict management, conflict management methodologies Introduction: The term conflict refers to perceived incompatibilities resulting typically from some form of interference or opposition. Conflict management, then, is the employment of strategies to correct these perceived differences in a positive manner. For many decades, managers had been taught to view conflict as a negative force. However, conflict may actually be either functional or dysfunctional. Whereas dysfunctional conflict is destructive and leads to decreased productivity, functional conflict may actually encourage greater work effort and help task performance. Borisoff and Victor point out, "We have come to recognize and to acknowledge the benefits dealing with conflict affords. Because of our differences, we communicate...
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...of attention (http://lawweb.colorado.edu/profiles/pubpdfs/peppet/learning.pdf Page 1). We assess ourselves and others in our day to day activity, for example at work, under performance review. When it comes to negotiating there are many methods and instruments, but preparation is the key for effective negotiation. Successful preparation composes of three general abilities, which are self-assessment, assessment of the others and assessment of the situation(M&H: Pg 13). During class we practiced two methods of self-assessment, which are Thomas Kilmann Conflict Instrument (TKI) and Myers Briggs. The Thomas-Kilmann Conflict Instrument (TKI) assesses an individual’s behavior in conflict situations in which the concerns of two people appears to be incompatible. In conflict situation, we can describe a person’s behavior along with two basic measurements called Assertiveness and Cooperativeness. These two measurements of behaviors can be used to define five methods, which are Competing, Collaborating, Compromising, Accommodating and Avoiding (TKI Book). It’s vital to better understand our choices and results in conflict situations. We use some modes more readily than others,...
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...Personality Style Considerations in Effective Negotiation James L. Patterson, Ph.D., C.P.M. Associate Professor of Management Western Illinois University – Quad Cities 3561-60th Street Moline, IL 61265-5881 U.S.A. I. Introduction Most buyers and supply managers have been trained in the processes and mechanics of commercial negotiation and have had a significant experience in applying the tools and techniques that they have been taught. However, most commercial negotiators (buyers and suppliers alike) have not been sufficiently trained to identify and take advantage of the innate personality characteristics and tendencies that all humans have. This session will provide insight as to how the different personality styles of negotiators can affect the outcomes and process of a negotiation. Several simple models are discussed that can be used to predict and identify the different personality traits and related negotiating styles for more effective negotiation preparation and execution. It has been estimated that, even though most of us understand the basics of negotiation, 80% of us do not actually like to negotiate. In addition, we often perceive that we are better negotiators than we actually are, i.e., we tend to overestimate our personal effectiveness in achieving our desired outcomes in any given negotiation. Our supplier counterparts usually receive more negotiation training than we do, so they are better prepared and are often more effective. II. Negotiation as an Interactive...
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...We can take our results from the TKI to learn new conflict resolution skills. Frequently, our emotions and desires can make communication difficult. Use the Thomas-Kilmann questionnaire to learn what others are doing in those situations and learn to understand your own behavior during tense moments. You can master these challenges with knowledge and practice. The Five Conflict-Handling Modes The Thomas-Kilmann Conflict Mode Instrument (TKI) assesses an individual’s behavior in conflict situations—that is, situations in which the concerns of two people appear to be incompatible. In conflict situations, we can describe a person’s behavior along two basic dimensions*: (1) assertiveness, the extent to which the individual attempts to satisfy his or her own concerns, and (2) cooperativeness, the extent to which the individual attempts to satisfy the other person’s concerns. These two dimensions of behavior can be used to define five methods of dealing with conflict. These five conflict-handling modes are shown below: C O M P E T I N G Competing is assertive and uncooperative, a power-oriented mode. When competing, an individual pursues his or her own concerns at the other person’s expense, using whatever power seems appropriate to win his or her position. Competing might mean standing up for your rights, defending a position you believe is correct, or simply trying to win. C O L L A B O R A T I N G Collaborating is both assertive and cooperative. When collaborating...
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...intended to communicate b. a check on the success of the communication c. converting a thought, idea, or fact into a message composed of symbols, pictures, or words d. the encoded information 3. Translating the message back into something that can be understood by the receiver can be defined as which of the following within the communication process? a. encoding b. decoding c. channel d. feedback 4. If a manager tells an employee to join a telephone conference and the employee says, “I’ll be right there,” this is an example of which type of communication? a. one-way communication b. down-stream communication c. up-stream communication d. two-way communication 5. If a manager with a finance background sees a problem as finance-based, while a manager with a production background sees it as production-based, what type of communication barrier has occurred? a. misperception b. filtering c. selective perception d. information overload 6. When a message is not decoded by the receiver in the way the sender intended it, we define this type of communication barrier as __________________. a. filtering b. misperception c. selective perception d. information overload 7. Interruptions, the sound of engines or machinery, dim computer screens, small font, or a receiver’s headache are examples of which type of communication noise? a. jargon b. semantics c. physical barriers d. none of these 8. The _______________ medium is the “richest” medium because it has...
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...message the sender intended to communicate b. a check on the success of the communication c. converting a thought, idea, or fact into a message composed of symbols, pictures, or words d. the encoded information 3. Translating the message back into something that can be understood by the receiver can be defined as which of the following within the communication process? a. encoding b. decoding c. channel d. feedback 4. If a manager tells an employee to join a telephone conference and the employee says, “I’ll be right there,” this is an example of which type of communication? a. one-way communication b. down-stream communication c. up-stream communication d. two-way communication 5. If a manager with a finance background sees a problem as finance-based, while a manager with a production background sees it as production-based, what type of communication barrier has occurred? a. misperception b. filtering c. selective perception d. information overload 6. When a message is not decoded by the receiver in the way the sender intended it, we define this type of communication barrier as __________________. a. filtering b. misperception c. selective perception d. information overload 7. Interruptions, the sound of engines or machinery, dim computer screens, small font, or a receiver’s headache are examples of which type of communication noise? a. jargon b. semantics c. physical barriers d. none of these 2|Page 8. The _______________ medium is the “richest” medium because it has the...
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...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 context that can enhance our understanding of national diffrences in perceptions of and approaches to conflict(Kwock Leung,1998). Conflict occurs when two or more people attempt to occupy the same space at the same time . These space can be physical , psychological, intimate, political or any arena in which there is room for only one view, outcome or individual(Jack Gordon,2003).In such...
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...Corporate Governance and Ethical Responsibility Research Paper Chinweta Onwualu Strayer University – Online LEG 500 Professor Gus Weekley, JD November 18th, 2012. 1. Determine at least three (3) different internal and external stakeholders that Dr. DoRight might have to deal with on a daily basis at the hospital. The three different internal and external stakeholders are the Hospital administrators, Medical staff, and Patients. The most visible parties are first-party patients, who seek access to an imponderable variety of health care products and services; second-party are Providers of these products and services, including hospitals, physicians., nurses, physical therapists, dentists, and pharmaceutical companies, the other party are payers, including private insurance companies, government programs such as Medicaid and Medicare. And their employer and employee, who purchase health insurance for their employees and thereby obtain a deductible expense due calculating their federal income tax liability. Other stakeholder groups are less visible, but nonetheless silent. There are scientists engaged in research and development of medical products and services. Some are employed by research laboratories affiliated with private corporations, and others are employed by government tabs. Most are funded by government research grants. Many scientists teach at tuition-driven public and private educational institutions that train future researchers, providers, and institutional...
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