Page 204 - DMGT519_Conflict Management and Negotiation Skills

Conflict Management and Negotiation Skills

Notes accepted. For example, in a research study people were asked to choose between two plans of
action, when three plants were scheduled to be closed and 6,000 employees laid off:
Plan A: This plan will save one of the three plants and 2,000 jobs.

Plan B: This plan has a one-third probability of saving all three plants and all 6,000 jobs but has
a two-thirds probability of saving no plants and no jobs.
Then participants were asked to choose between plan B (same wording) and plan C: Plan C: This
plan will result in the loss of two of the three plants and 4,000 jobs.
The two pairs of choices contained the exact same values or facts—plans A and C both will save
only one plant of the three plants, and 2,000 of 6,000 jobs. Yet 80% of the people in the study
choose plan A in the first set of options, but then 80% chose plan B in the second set. The only
difference was the positive framing of plan compared to the negative framing of plan C.
In his book Getting Past No, William Ury suggests that negotiators should, in practice, never
reject an opponent’s offer, but instead reframe it or literally “change the frame around the picture”
so it satisfies the interests of both parties. Ury further suggests that reframing is the most
valuable tactic in negotiations—and the single most valuable tool in reframing is the question
asked, which should focus interests on each side. Ury suggests that the most useful reframing
questions include the following:

 Ask why: Instead of treating the other party’s offer as an adversarial position, use it as an
opportunity to better understand their interest or to test the firmness of the position. For
example, “Why did you choose that exact number?” or “Why are you so determined to
settle on that number—where did it come from?” A powerful “why” question can invoke
the fairness norm: “Why is that a fair price?” Even if the other party refuses to directly
defend the fairness of their number, the very fact that it cannot be easily defended inserts
doubt in their mind about their own position, and thus makes it easier to achieve a
concession.
 Ask why not: If the other party will not reveal the source of their position, asking “why
not” can help uncover their real interests. For example: “Why not simply divide the
difference equally?” or “Why not change our assumptions and see what figure the actuary
gives us?” The answer to your question may reveal important information about the true
interests of the other party.

 Ask what if: Instead of disagreeing with the offer of the other party, acknowledge it and
respond with an option. For example: “I understand you believe you must have a 12%
increase. What if we agreed to that figure—but to help pay for it, health care co-pays were
changed?”

 Ask for advice: If asked in a constructive manner, the other party may develop an option
that represents positive movement toward a settlement. For example: “How would you
suggest I present that offer to my manager when company policy restricts us from providing
service beyond one year?” or “I can agree to your price, if you can find a way to cover my
delivery charges.” Opponents often appreciate the opportunity to help develop mutually
agreeable options, and once involved, may even develop a sense of ownership in the
options suggested, and thus help one of them become a settlement point.

Reframing Personal Attacks Making personal attacks has, unfortunately, become a common
tactic in negotiations. The other party may simply get caught up in the “heat of battle,” or may
actually plan on using personal attacks as a means of getting the other party emotionally
involved and thus possibly less focused on their objectives. Personal attacks may be direct, such
as: “I can’t stand dealing with low-life people like you!” or “You are simply too stupid to realize
that I’m going to win.” Or, they may be indirect, attacking your skill as a negotiator: “Are you

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