Case Study
Assessment 2 Case study
Type
Case study
Length
1500-word limit excluding reference list
Submission
Turnitin
Requirements
This assessment involves the analysis of a case involving organisational change. The case scenario will be uploaded to the assessment tab on blackboard on Monday August 10th.
You are required to:
1. 1) Analyse how well the organisation managed the changes for all stakeholders in the case.
2. 2) Identify three key aspects of the change process that might have been improved.
3. 3) Apply relevant evidence-based research literature from the MGMT862 course readings(P6) about: communicating with stakeholders, collaboration and engaging support, responding to resistance, organisational culture, human resource change management or leading change, negotiating conflict and change.
4. 4) Demonstrate application of APA 6th edition referencing in-text and in the reference list and provide a copy of one of your contributions to your groups annotated bibliography.
Programme learning goals
1. Be self-aware critically reflective and ethical management professionals
2. Be effective thinkers and problem solvers
3. Be effective communicators
4. Be able to demonstrate advanced knowledge of business
management professional practices.
Paper learning outcomes
1. Critically evaluate the complexity of organisational change from a range of perspectives
2. Examine and apply theories, concepts, and practices of leading and managing change in organisations
3. Analyse the role of human resource management in facilitating effective organisational change management
4. Demonstrate the importance of ethics and communication in the change process
5. Critically evaluate the outcomes of organisational change from different stakeholder perspectives.
Managing Change MGMT862
Assessment 2
Anytown Art Gallery 2020
1) You are required to draw from the course readings from MGMT862 to critically analyse the planning, process, and implementation of the changes at Anytown Art Gallery.
2) Imagine you are a change consultant while you read and analyse the Anytown Art Gallery case.
3) Analyse how well the organisation managed the changes for all stakeholders in the case.
4) Identify three key aspects of the change process that might have been improved.
5) Apply relevant evidence-based research literature from the MGMT862 course readings (Study guide p.6) about: communicating with stakeholders, collaboration and engaging support, responding to resistance, organisational culture, human resource change management, leading change, negotiating conflict and change.
6) Demonstrate application of APA 6th edition referencing in-text and in the reference list.
7) Provide a copy of one of your contributions to your groups annotated bibliography.
This assessment aims to meet the following paper learning outcomes:
1) Critically evaluate the complexity of organisational change from a range of perspectives
2) Examine and apply theories, concepts, and practices of leading and managing change in organisations
3) Analyse the role of human resource management in facilitating effective organisational change management
4) Demonstrate the importance of ethics and communication in the change process
5) Critically evaluate the outcomes of organisational change from different stakeholder perspectives
Anytown Art Gallery 2020
There have been problems at Anytown Art Gallery. In August 2019, the Board of Anytown Art Gallery decided two new strategic goals; to increase local patronage and increase pre-tax revenue by 15%. Social media and new ticketing technology had identified low patronage from youth and mid-life permanent residents of Anytown. While tourist visits had increased residents of Anytown no longer perceived the Art Gallery as innovative. The local competitor: Anytown Centre for Arts and Technology, offered event space for conferences and was reporting increased revenue and patronage. While the Board of Anytown Art Gallery decided the strategic goals for change, the process was to be planned and implemented by management. Unfortunately, the change process was unsuccessful. Conflict spread throughout the Art Gallery community and deeply held cultural values fuelled differences between individuals and groups. The problems were dynamic. What began as organisational change escalated to employment relationship problems threats of litigation in the courts and damage to key internal and external stakeholder relationships.
BACKGROUND
Anytown has a population of approximately 2 million people. The Art Gallery is one of Aotearoa New Zealands leading tourist attractions. Located in the countrys largest city on an isthmus overlooking a beautiful harbour in the Ngti Whatua region, Anytown Art Gallery owns a world-famous collection of Maori and Pacific paintings and artefacts. But there have been problems implementing change at the Art Gallery since the appointment of a new CEO from New York, one year ago. The following chronology of events outlines the problems and issues.
July 2019
The Board of Anytown Art Gallery
held a farewell event for the retiring Chief Executive Officer
of 20yrs service
and at the event announced two new strategic goals; firstly, to increase local patronage from a younger demographic and secondly to increase pre-tax revenue by 15%. The Head Curator managed the Art Gallery in the interim until the appointment of a new Director /Chief Executive Officer.
August 2019
Dr Diva Daga
a famous installation artist from North America was appointed first woman Director and Chief Executive Officer of the. During recruitment, Dr Daga gave a presentation to staff and said, I have a vision for outstanding curation of installations and inter-cultural collaboration with the patrons.
September 2019
Dr Diva Daga
started work at the Art Gallery. She rarely attended curator meetings, worked in her office with the door shut and appeared particularly dis-interested in any social contact with staff except her personal assistant. She had an abrupt manner and commented that she was busy identifying efficiencies, organisational change and finding new benefactors to help fund her ideas.
November 2019
The Art Gallery was struggling to increase revenue. However, a young professional audience was beginning to patronise the Gallery, hire the newly renovated function room for weddings and corporate functions were beginning to get good social media reviews expanding the Art Gallerys visibility in the community. Dr Daga intended to grow the young professional market. Her staff from her last position in New York wished to immigrate to New Zealand for work and help her realise her vision. However, issues emerged. Dr Daga sent all staff a formal letter saying she was restructuring their roles. The 52year old Head Curator was told verbally by Dr Daga that he would have to reapply for a position according to the new job description. He had seen an email on the office printer to Dr Dagas former employees in North America about recruitment for new jobs at the Art Gallery beginning in December 2019. He leaked the information to the press, social media and appeared on a Sunday night television documentary denigrating the changes proposed by the new CEO. The curators union criticised the proposed changes, and threatened strike action. Staff morale and trust was at an all-time low. There was uncertainty, rivalry, and resentment amongst the staff about who should apply for the new roles. Blogs and social media asserted that employees who are creative critical thinkers would lose their jobs and be replaced with yes people, because the new CEO is difficult authoritarian, dismissive and inflexible.
December 21std 2019
Dr Daga
withdrew her letters to staff claiming she was unaware of the New Zealand employment law required good faith negotiation during processes for restructuring. Dr Daga said she would consult with lawyers and reconsider the changes. While jobs remained unchanged, staff were unsettled over the summer and returned to work in January 2020 unsure of Dr Dagas true intentions for their jobs. Uncertainty about the possible restructure created stress and anxiety which was interpreted as secrecy about their future roles at the Museum.
January 2020
Dr Daga had ignored negative press, made no comment when the journalists sought her views and told staff she would not engage in negotiation about forthcoming changes through the media. Meanwhile Dr Daga had contracted leading New York architect Neuro Schmitt to design a new interior fit out for the Art Gallery. Neuro had moved to Anytown on January 1st keen to meet patrons and learn about local culture. He got on well with staff and conversed with them about how they used the exhibition spaces.
6TH February 2020
A series of planned supper talks was launched in the Art Gallery lobby. Advertised as an inspiring intelligent innovation, the evenings began with experts speaking on visual art and community identity, art and business innovation, art history, philosophy of art, the politics of art . Music, drinks, and entertainment followed the talks with networking for patrons and potential Art Gallery benefactors. The project was very successful and widely reported in the media as an excellent initiative of the new CEO, Dr Daga. John Te Whaiti Goodwood
a sixty-year-old entrepreneur attended. He was very excited about the Art Gallery taking a contemporary approach to design and immediately struck a friendship with Neuro Schmitt. He pledged $3mil to the Art Gallery from the profits of his business Kaitiakitanga Kai a farm to table supplier of organic ingredients for stylish meals accompanied by menus and recipes, delivered to homes weekly. The target market was time-poor professionals who worked long hours. He was planning to take the farm to table brand to New York and discussed opportunities with Neuro Schmitt.
February 14th, 2020
A special exhibition mysteries unveiled of European water colour landscapes opened with negative news media focussed on closure of the permanent Goldie exhibition of Maori Kaumatua and Kuia. This had been a permanent exhibition replaced with the European exhibit. Maori and Pacifica paintings and artefacts were stored away to make room for the installation of the European water colour exhibition. John Te Whaiti Goodwood sent an email of complaint stating he would not be honouring his pledge of 3mil unless they reinstated the Goldie paintings exhibition.
March
2020 COVID-19 was spreading throughout the world, the World Health Organization (WHO) declared a pandemic on 11 March 2020. As explained by the WHO Director-General, the impetus for declaring the pandemic was the alarming levels of spread and severity, and alarming levels of inaction. On the evening of March 14th John Te Whaiti Goodwood returned from an overseas holiday and died suddenly in his sleep. His estate immediately formally withdrew the $3mil pledge and the children of John Te Whaiti Goodwood filed proceedings in the High Court for the immediate return of their great grandfathers memorabilia that John had donated to the Art Gallery. The three feather cloaks and a painting of his grandfather wearing his war medals were requested for return to the family immediately. Dr Daga instructed the Head Curator not to relinquish the items. She stated they were property of the citizens of Anytown because they were bequeathed by John Te Whaiti-Goodwood long before his death. The Art Gallery Board decided to negotiate with the Estate of John Te Whaiti Goodwood for the pledge and retain the memorabilia. The Art Gallery intended to avoid the costs of lawyers and litigation in the courts. A team of consultants was appointed to lead a negotiation process to resolve all matters in dispute with the Estate of John Te Whaiti Goodwood, evaluate the problems and plan a more appropriate process for implementing change.
March 16th 2020
Diva Daga, the Head Curator and the chair of the Friends of the Art Gallery engaged in a heated conversation in front of patrons
.
The Head Curator challenged Dr Daga in the Art Gallery lobby asking why she had caused all the problems by interfering with relationships including local Iwi by disregarding the importance of the Maori installation. Dr Daga screamed back at him in front of Art Gallery visitors, Neuro Schmitt the chair of the Friends of the Art Gallery and other staff asserting you and your unions are just a bunch of bullies; I am sick and tired of the threats from you and your union mates. I will consider locking you all out of the workplace and replacing you with new international staff on contract.
After reflecting on the incident Dr Daga wrote a formal complaint to the Board asserting, she was stressed and anxious. Consultants were immediately contracted to evaluate and plan for change and resolution of the problems. The Board aimed to act fairly to retain and strengthen relationships with customers, the Estate of John Te Whaiti Goodwood, Dr Daga, and current staff.
March 24th 2020 at mid night
New Zealand moved to level 4 lockdown, anticipated to last four weeks to eradicate the disease from New Zealand by preventing community transmission of COVID 19. The Art Gallery was closed and new initiatives would be needed to retain patronage on reopening. That four weeks was an opportunity to reflect on evidence-based processes and practises for organisational development and how best to manage change at Anytown Art Gallery. Week 9
This week we ask how can organisational change be embedded into organisations through Interest Based Negotiation (IBN)?
The Union Perspective
Case study Air New Zealand
*
Wk 1 -How sound are the underlying theories, methods and ideas on change, that managers and consultants adhere to?
Wk2 -Why is it necessary to consider complex contexts and cross-cultural dimensions in organisations during change?
Wk 3 -Why and how do employees experiences of participation influence their perceptions and response to change, the effectiveness of organisational change and the success of the change?
Wk 4 -How, do we make sense of change and how do we respond to organisational change across the dimensions of cognition, affect and behaviour?
Wk 5-Why is it important to include perspectives of those people (stakeholders) who might be affected by the decision in the process of planning design and implementation of change?
Wk 6-How can a third-party change agent draw on a range of processes to facilitate collaborative change and embed a collaborative culture? The heatnetwork case
Wk 7 To What Extent Is Culture Change Possible Through Coaching and Mentoring?
Wk 8 What are the leadership and negotiation factors contributing to organisational change success or failure?
Wk 9 How can organisational change be embedded into organisations through an Interest Based Negotiation (IBN) approach to internal and union relationships ?
*
Outline
What is interest based negotiation?
Conflict
Thinking about our own negotiations
Stories from the front line growing union membership
Air New Zealand
Assessment discussion
*
Mary Parker Folletts integrative or Negotiation also known as IBN
*
A problem-solving approach
Focus on commonalties rather than differences
Address needs and interests, not positions
Commit to meeting the needs of all involved parties
Exchange information and ideas
Invent options for mutual gain
Use objective criteria to set standards
3-*
Integrative or IBN Negotiation
Comparing IBN v competitive distributive Bargaining Process
(Fisher, Ury & Patton, 1999)
TRADITIONAL BARGAINING
Stated experience competitively
Identify Issues
Develop Positions
Develop Proposals
Meet to Negotiate
Argue and Justify
Demolish their Proposals
Compromise Power
Settle on Win/Lose
INTEREST BASED Negotiation Experience shared collaboratively
Identify Issues
Identify Interests
Develop Interest Statements
Meet to Discuss Interests
Identify Common Interests
Develop Options
Evaluate Options
Decide Based on SMART goals Agree or Settle on Mutual Gains
Agree to the best most satisfying option that meets the needs of stakeholders
Creating & Claiming Value
Creating Value
Claiming value
Often linked to integrative mutual gains approach
Otherwise known as win/win
Find solutions where both parties achieve their goals
Find ways to meet both parties objectives
Enlarge the pie
Identify more or different resources
Gain the best deal
The lions share
Win lose
Do what ever is necessary to get the largest piece of the pie
1-*
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
Competitive, win-lose goals
Misperception and bias
Emotionality
Decreased communication
Blurred issues
Rigid commitments
Magnified differences, minimized similarities
Escalation of conflict
1-*
Dysfunctions of Conflict
Makes organizational members more aware and able to cope with problems through discussion.
Promises organizational change and adaptation.
Strengthens relationships and heightens morale.
Promotes awareness of self and others.
Enhances personal development.
Encourages psychological developmentit helps people become more accurate and realistic in their self-appraisals.
Can be stimulating and fun.
1-*
Functions and Benefits of Conflict
1-*
The Dual Concerns Model
11.bin
1. Contending /competing
Actors pursue own outcomes strongly, show little concern for other party obtaining their desired outcomes
2. Yielding/ capitulating
Actors show little interest in whether they attain own outcomes, but are quite interested in whether the other party attains their outcomes
3. Inaction / avoiding
Actors show little interest in whether they attain own outcomes, and little concern about whether the other party obtains their outcomes
1-*
Styles of Negotiation & Conflict Management
4. Problem solving/collaborating
Actors show high concern in obtaining own outcomes, as well as high concern for the other party obtaining their outcomes
5. Compromising 50/50 concessions sharing
Actors show moderate concern in obtaining own outcomes, as well as moderate concern for the other party obtaining their outcomes
1-*
Styles of Conflict Management
1. Identify the problem (s)
Each person tells their story uninterrupted and summarizes
the issues from their perspective
Collaboratively identify and define the overall problem
2. Identify interests and needs of each person
3. Brainstorm creative options for solution
4 Evaluate and select options
5. Record your agreements reached
3-*
Key Steps in the Integrative Negotiation Process
Define the problem in a way that is mutually acceptable to both sides how might we>>>?
State the problem with an eye toward practicality and comprehensiveness
State the problem as a goal and identify the obstacles in attaining this goal
Depersonalize the problem
Separate the problem definition from the search for solutions
3-*
Identify and Define
the Problem
*
Create a free flow of information
Attempt to understand the other negotiators real needs
Interests and objectives
Emphasize the commonalties between the parties and minimize the differences
Search for solutions that meet the goals and objectives of both sides
3-*
Principles of the Interest based /Integrative Negotiation Process
Interests: the underlying concerns, needs, desires, or fears that motivate a negotiator
Substantive interests relate to key issues in the negotiation
Process interests are related to the way the dispute is settled
Relationship interests indicate that one or both parties value their relationship
Interests in principle: doing what is fair, right, acceptable, ethical may be shared by the parties
3-*
Understand the Problem Fully
Identify Interests and Needs
There is almost always more than one
Parties can have different interests at stake
Often stem from deeply rooted human needs or values
Can change
Numerous ways to surface interests
Surfacing interests is not always easy or to ones best advantage
3-*
Observations on Interests
Invent options by redefining the problem set:
Compromise
Logroll
Modify the pie
Expand the pie
Find a bridge solution
Cut the costs for compliance
Nonspecific compensation
Subordination
Generate options to the problem as a given:
Brainstorming
Surveys
Electronic brainstorming
3-*
Generate Alternative Solutions
Narrow the range of solution options
Evaluate solutions on:
Quality
Objective standards SMART GOALS
Acceptability
Agree to evaluation criteria in advance
Be willing to justify personal preferences
Be alert to the influence of intangibles in selecting options
evaluate complex options involve neutral experts in evaluation
3-*
Evaluate and Select Alternatives
Reality check options differences in expectations and risk/time preferences
Keep decisions tentative and conditional until a final proposal is complete
Minimize formality, record keeping until final agreements are closed
3-*
Evaluate and Select
Alternatives
Build Trust in the process through honest open communication
Clear and accurate communication
Learn and understand of the dynamics of integrative negotiation
Air New Zealand embedded this approach throughout the organisation
Repaired union relationships
3-*
To Facilitate Successful Integrative Negotiation
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
UNIONS & IBN
Greenwood & Ward 2019
Embedded in the object of the Employment Relations Act 2000
Problem solving approach to negotiating and mediation service through MBIE
Unions reflected IBN bought better outcomes and growth and increased membership
Pathways to progression rather than on size fits all
Organisations and unions worked together
Shift in thinking and practise form the old ways of battling the boss as the enemy
Tension and resistance to change form within the unions
Strategic advantages sharing of information more than consultation
Partnership approach unpacking the problems together
Increased job security creative options for solution
Better health and safety compliance
* Week 8 Focus question
What are the leadership factors contributing to organisational change success or failure?
Leadership deals with change, inspiration, motivation and influence (DuBrin, 2010, p. 5).
In short, leaders set the vision and strategy moving forward, align people towards the vision/strategy and then inspire, motivate and influence them towards making it happen (Kotter, 1996).
*
Reading week 8
*
Jones, J., Firth, J., Hannibal, C., & Ogunseyin, M. (2019). Factors Contributing to Organizational Change Success or Failure: A Qualitative Meta-Analysis of 200 Reflective Case Studies. In R. Hamlin, A. Ellinger, & J. Jones (Eds.), Evidence-Based Initiatives for Organizational Change and Development (pp. 155-178).Hershey, PA: IGI Global. doi: 10.4018/978-1-5225-6155-2.chpt8
*
Wk 1 -How sound are the underlying theories, methods and ideas on change, that managers and consultants adhere to?
Wk2 -Why is it necessary to consider complex contexts and cross-cultural dimensions in organisations during change?
Wk 3 -Why and how do employees experiences of participation influence their perceptions and response to change, the effectiveness of organisational change and the success of the change?
Wk 4 -How, do we make sense of change and how do we respond to organisational change across the dimensions of cognition, affect and behaviour?
Wk 5-Why is it important to include perspectives of those people (stakeholders) who might be affected by the decision in the process of planning design and implementation of change?
Wk 6-How can a third-party change agent draw on a range of processes to facilitate collaborative change and embed a collaborative culture? The heatnetwork case
Wk 7 To What Extent Is Culture Change Possible Through Coaching and Mentoring?
Wk 8 What are the key leadership characteristics that contribute to organisational change success and failure?
*
Approaches to leadership theory
trait theories (Kirkpatrick & Locke, 1991), born with personal attributes
behaviourist (Adair, 1989; 2007) behaviours of a leader can be learned
situational/contingency (Hersey, 1984) and post-heroic (Bass, 1990). The work of Hersey and Blanchard on situational leadership theory (Buchanan, 2013) is considered particularly relevant to change leadership as it relates to the adaptability, willingness, and readiness of those being managed and the ability of the leader to lead change in different and diverse situations. Matches leaders style to situation Turnnidge and Cote (2017) identify can encompass the motivational and empowering elements of transformational leadership.
Bass and Riggio (2006) argue that transformational leaders set the vision, take an entrepreneurial/innovative approach to all aspects of the organization and are agents of change.
*
*
styles
autocratic leader in control in charge
democratic/participative followers & employees
Invited to contribute to decision making
laissez-faire/delegative (Hopen, 2015; Lewin, Lippit & White, 1939). others make decisions self managing teams
Transactional- reward/ punishment
Transformational change work with others guide
(Bass, Avolio, Jung & Berson, 2003; Bass & Riggio, 2006).
*
Contemporary leadership approaches
Focus on the roles of Individuals
Distributed shared activities of leading roles
Servant
Authentic
Relational
Moral and ethical contributors
*
Characteristics of contemporary
approaches
self-awareness,
openness, authenticity
transparency, and consistency.
people can learn skills, knowledge and attributes that can be employed in the process of change
continuous professional development element of their working lives.
*
Findings
Communicating with all stakeholders for the purpose of securing common ownership and involvement
Securing active involvement of middle managers is pivotal
Securing top management support
Recognising and addressing real problems root causes and cultural dimensions
An open to learning non blame culture
Importance of being a reflective change agent and conducting research internally
A flexible organizational change approach is needed: The study findings suggest prescriptive change models are not always fit for purpose as change certainly does not always fit linear, rational, un- ambiguous models. Indeed, they tend to support the one size does not fit all approach to change as discussed by Burnes (2014).
Communication, leadership and team working will enable change: Our findings suggest that those organizations with ongoing communication and a more open and flexible leadership style, which readily involves others, are more likely to achieve successful change.
*
Negotiation is something
that everyone does, almost
daily
1-*
What is negotiation
Negotiations occur for several reasons:
To agree on how to share or divide a limited resource
To create something new that neither party could attain on his or her own
To resolve a problem or dispute between the parties
1-*
Negotiations
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
Most people think bargaining and negotiation mean the same thing; however, we will be distinctive about the way we use these two words:
Bargaining: describes the competitive, win-lose situation
Negotiation: refers to win-win situations such as those that occur when parties try to find a mutually acceptable solution to a complex conflict
1-*
Approach to the Subject
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
The definition of negotiation and the basic characteristics of negotiation situations
Interdependence, the relationship between people and groups that most often leads them to negotiate
Understanding the dynamics of conflict and conflict management processes which serve as a backdrop for different ways that people approach and manage negotiations
1-*
Integrative Negotiation with a focus on relationships
There are two or more parties
There is a conflict of needs and desires between two or more parties
Parties negotiate because they think they can get a better deal than by simply accepting what the other side offers them
Parties expect a give-and-take process
1-*
Characteristics of a
Negotiation Situation
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
In negotiation, parties need each other to achieve their preferred outcomes or objectives
This mutual dependency is called interdependence
Interdependent goals are an important aspect of negotiation
Win-lose: I win, you lose
Win-win: Opportunities for both parties to gain
1-*
Interdependence
Interdependent parties are characterized by interlocking goals
Having interdependent goals does not mean that everyone wants or needs exactly the same thing
A mix of convergent and conflicting goals characterizes many interdependent relationships
1-*
Interdependence
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
1-*
The Dual Concerns Model
39.bin
Dilemma of honesty
Concern about how much of the truth to tell the other party
Dilemma of trust
Concern about how much should negotiators believe what the other party tells them
1-*
Two Dilemmas in
Mutual Adjustment
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
Negotiation literature and slides from:
Lewicki, R.J., Barry, B., & Saunders, D.M. (2016).6 th Ed Essentials of Negotiation, New York, NY: McGraw-Hill/Irwin.
Conflict may be defined as a:
“sharp disagreement or opposition” and includes “the perceived divergence of interest, or a belief that the parties’ current aspirations cannot be achieved simultaneously”
1-*
Conflict
Intrapersonal or intrapsychic conflict
Conflict that occurs within an individual
We want an ice cream cone badly, but we know that ice cream is very fattening
Interpersonal conflict
Conflict is between individuals
Conflict between bosses and subordinates, spouses, siblings, roommates, etc.
1-*
Levels of Conflict
Intragroup Conflict
Conflict is within a group
Among team and committee members, within families, classes etc.
Intergroup Conflict
Conflict can occur between organizations, warring nations, feuding families, or within splintered, fragmented communities
These negotiations are the most complex
1-*
Levels of Conflict
Makes organizational members more aware and able to cope with problems through discussion.
Promises organizational change and adaptation.
Strengthens relationships and heightens morale.
Promotes awareness of self and others.
Enhances personal development.
Encourages psychological developmentit helps people become more accurate and realistic in their sel
