Karteikarten
Workplace negotiation practices w13
Karten in diesem Stapel (11)
- 1The nature of conflict• Leaner organisations
• Competitive global environment
• Changing internal organisational structures and mechanisms
• Cultural and philosophical differences - 2Negative consequences of conflictIncreased competition between parties hindering team cooperation
Heightened emotions – anxiety, fear, irritation and frustration
Breakdown in communication
Exclusion of others
Divergence from core issue
Lack of flexibility Escalation of conflict - 3Positive consequences of conflict• Heightens awareness of issues among the parties
• Catalyst for organisational change
• Strengthens existing relationships
• Heightens morale
• Promotes awareness of self and others
• Enhances personal development - 4Industrial Disputes/conflict• Where there is a threat of lost work time, disruptions and/or work bans.
• Related to perceived or actual breaches of law, awards or agreements.
• Resolution is formal and via a recognised tribunal or agency, using conciliation and arbitration third-party mechanisms. - 5Workplace conflict• Result of differences of opinion during bargaining phases.
• Lower level than industrial disputes.
• Do not generally involve the threat of lost time and/or
bans.
• Resolved internally with assistance of a third-party mediator or a workplace representative. - 6Mediation• The process whereby a third party helps the other parties in a conflict to achieve agreement by guiding them
• Can assist the parties to repair relationships
• Growing in popularity
• International mediation • Mediation skills - 7Other alternative dispute resolution services• Process consultation: focus on procedures rather than emotions and ‘create a foundation for more productive dialogue’.
• The Mediation Abacus (med-arb): a visual model which demonstrates the many different ways in which a conflict situation or hearing can be dealt with, and how the abacus ‘bead’ can be moved to adapt the service for all or some clients. - 8Negotiation• ‘Negotiation (or bargaining) involves the bringing together for examination, comparison and argument the opposing claims of employer(s) and employee(s).’
– p. 532 of the textbook
• Aims to:
–resolve or avert
–produce mutually acceptable solution. - 9Negotiation skillsActive listening
Verbal communication
Empathy
Strong interpersonal skills
Problem solving and conflict resolution
Contractual knowledge and skills - 10Conflict management styles• Contending (competing, dominating or fighting)
• Yielding (accommodating and obliging)
• Inaction (avoidance)
• Compromising
• Problem solving (cooperative problem solving, collaborating or integrating) - 11Cross-cultural awareness• Western, individualistic view of conflict is not universal.
• Cross-cultural conflict as a result of globalisation and the increase in communications across borders, both face-to- face and by utilising technology.
• The need for cross-cultural awareness and cross-cultural communication skills for senior managerial staff.