Page 89 - DMGT519_Conflict Management and Negotiation Skills

Unit 4: Negotiation

Simplicity Notes

Pie-slicing procedures should be clearly understood by them. Group members should be able to
easily articulate the procedure used to allocate resources.

Effectiveness

Pie-slicing policies should produce a choice, meaning that the allocation procedure should yield
a clear decision. If the procedure does not produce such a decision, then conflict may erupt
among group members who try to identify and implement a decision post-hoc.

Justifiability

Pie-slicing procedures should be justifiable to other parties. A fairness rule may be consistent,
simple, and effective, but if it cannot be justified, it is not likely to be successful, for example,
suppose that a manager of an airline company decides that raises will be based upon hair colour.

Consensus

Group members should agree upon the method of allocation. Effective pie-slicing procedures
are often internalised by group members, and norms act as strong guidelines for behaviour and
decision-making in groups.

Generalizability

The pie-slicing procedure should be applicable to a wide variety of situations. Procedures and
norms develop when intra-group conflict is expected, enduring, or recurrent and effective policy,
therefore, specifies outcome distribution across situations.

Self Assessment

Fill in the blanks:
5. .................................... disputes are far more visible and get extensive news coverage than
commercial disputes which are as frequently but public and visible.
6. The skill of establishing open and mutual trust is critical for .......................... resolution.
7. The ............................. procedure should be applicable to a wide variety of situations.

8. .................................... is middle ground between negotiators’ positions.
9. A ................................could ask the other party in a negotiation any number of questions.
10. The ........................................... conflict resolution style directs the energies of the conflicting
parties at defeating the problem and not at each other.
11. ........................................ school of negotiators is primarily concerned with the belief system
of the negotiators.

4.17 Integrative Negotiation

Unlike in distributive negotiation, the focus in integrative negotiation is to agree on a mutually
satisfying outcome, and hence by design it becomes a win-win kind of negotiation. Just like
distributive negotiation, here also the resources may be limited and the individual/parties may

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