综合商务英语（第3册）（第二版）课件 U7 Conflict Management

综合商务英语（第3册）Unit7

（第二版）ConflictManagement目录CONTENTS1Lead-inThreeQuestions2TextA

HowtoManageConflict3ExercisesReferenceKeys4TextB5TypesofConflictinBusinessNegotiation—andHowtoAvoidThemCaseStudyLead-in第七单元1Lead-inThreequestions1.Pleasethinkabouttheimportanceofconflictmanagementatwork.2.Whatarethecausesofconflictatwork?3.Doyouknowwaystomanageconflictatwork?Open-mindedTextAHowtoManageConflict第七单元2QuestionsonTextAWhydidPhilippemovetoaBritishbank?(2)WhatmadePhilippefeelaggrieved?(3)Whyaretheresomanypeopleexperiencingconflictatwork?(4)Whatarethewaystomanageconflict?(5)Whichconflictmanagementapproachdoestheauthorrecommendfirst?QuestionsonTextAWhydidPhilippemovetoaBritishbank?

--Hethoughtthatanewjobinafast-growingBritishinvestmentbankwouldgivehimvaluableinternationalexperienceanddevelopsomenewskillstotakehimhigherinhiscareer,aswellaslargersalaryandbonus.QuestionsonTextA(2)WhatmadePhilippefeelaggrieved?--Thebankhadnotdonemoretopreparehimforhisrolewithpre-trainingandapropercompanyorientation.QuestionsonTextA(3)Whyaretheresomanypeopleexperiencingconflictatwork?--Therearetwokeyfactors.First,thematrixstructureadoptedbymanyorganizationshasresultedinunclearreportinglines,increasedcompetitionforattentionandresources,andgeneralconfusionamongmanagersastheytrytodevelopanappropriatemanagementstyle.Second,globalizationhascausedrestructuringwithinthecompanysothatbusinessescanoperatemoreflexiblyandremaincompetitiveinthemarket.QuestionsonTextA(4)Whatarethewaystomanageconflict?--Therearefivewaystomanageconflict:forcing,accommodating,avoiding,compromisingandcollaborating.QuestionsonTextA(5)Whichconflictmanagementapproachdoestheauthorrecommendfirst?--Collaborationisthepreferredwaytodealwithimportantandstressingissues.U7:TextAHowtoManageConflict1LastNovember,a33-year-oldFrenchbanker,namedPhilippe,leftParisforanewchallengeinLondon.Hethoughtthatanewjobinafast-growingBritishinvestmentbankwouldgivehimvaluableinternationalexperienceanddevelopsomenewskillstotakehimhigherinhiscareer.Thelargersalaryandbonuswerealsoanattractivereasonforthisbigmove.2Ayearlater,PhilippehasadifferentviewofhismovetotheUK.WhenImethimlastweek,heexplainedthattheyearhadbeenadisasterandhisjobwasindangerasstaffhadmadeformalcomplaintsabouthismanagementstyle.Hefounditdifficulttoadjusttohisnewrole,buthehadnotrealizedthathisstylehadcreatedsuchconflictwithinhisteam.3Philippefeltheactedappropriately,buthiscolleaguesandteammembersfelthehadbeeninconsistent,favoringsomemembersofhisteamwhileunderminingothers.Hislinemanagerrecommendedcoachingtohelphimimprovehiscommunicationskills,understandtheculture,anddevelophispeopleskills.Philippeagreedtothecoachingbutfeltaggrievedthatthebankhadnotdonemoretopreparehimforhisrolewithpre-trainingandapropercompanyorientation.Themainproblem,hesaid,wasthebank’smatrixstructureanditsfocusonprofit-making,whichencouragedmanagerstofightforterritoryandresourcesratherthanbuildingteamsanddevelopingpeople.Inshort,hethinksthebankdeliberatelycreatedacultureofconflictratherthancollaboration.4Inthiscase,bothsideshaveapoint.Philippeneedstochange,butsodoestheenvironmentinwhichheisoperating.Iamoftenaskedtoworkwithindividualsinaconflictsituation,butrarelydoestheorganizationaskforfeedbackonwhytheconflictoccurredandwhattheycoulddotopreventit.Intruth,littleisdoneattheorganizationalleveltomitigateconflict.5OrganizationalconflictisemergingasakeyworkplaceissueamongthepeopleIcoach.Theytellmethatthereisalackofwillorskillstodealwithconflictandhavemanytheoriesastowhyitoccursandwhathappenswhenittakesroot.Frombeinganunwelcomingdistractiontoloweringproductivity,todecreasingmorale,andtodamagingrelationships,conflictwithinadepartmentorteamcanquicklyspreadlikewildfireifnotpromptlyaddressed.Insomeseverecases,organizationalconflictcanleadtoabsenteeism,sabotagingcolleague’swork,filinglawsuits,andevenlaborstrikes.6

Sowhyaretheresomanypeopleexperiencingconflictatwork?Therearetwokeyfactors.First,thematrixstructureadoptedbymanyorganizationshasresultedinunclearreportinglines,increasedcompetitionforattentionandresources,andgeneralconfusionamongmanagersastheytrytodevelopanappropriatemanagementstyle.Second,globalizationhascausedrestructuringwithinthecompanysothatbusinessescanoperatemoreflexiblyandremaincompetitiveinthemarket.Therehasbeenarapidgrowthinvirtualteams,withpeoplefromdifferentbackgroundsandculturesworkingacrossvastregionsandtimezones.Emailandotherelectroniccommunicationarethemostpracticalwaystoconnect,butthesecanbemonotonousandsometimesleadtomisunderstandingifreliedontoomuchwhenbodylanguageandemotionaltonesaremissingincontrasttoin-personcommunication.Inadditiontomatrixmanagementstylesandglobalization,thereareanumberofothersourcesofconflict,includingbutnotlimitedto:DifferentculturesandtraditionsDifferingvalues,opinionsandbeliefsLackofsensitivitytorace,gender,age,class,educationandabilityPoorinter-personalcommunicationskillsVolatile,fast-changingworkplacesLimitsonresources,physicalandpsychologicalSowhatarethewaystomanageconflict?Howcanmanagersensurethatitdoesnotescalateoutofcontrol?AccordingtotheThomas-KilmannConflictInstrument,therearefivekeystylesformanagingconflict:Forcing—usingyourformalauthorityorpowertosatisfyyourconcernswithoutregardtotheotherparty’sconcerns,feelings,orthoughts.

Accommodating—allowingtheotherpartytosatisfytheirconcernswhileneglectingyourown.Avoiding—notpayingattentiontotheconflictandnottakinganyactiontoresolveit.Compromising—attemptingtoresolvetheconflictbyidentifyingasolutionthatispartiallysatisfactorytobothpartiesbutcompletelysatisfactorytoneither.Collaborating—cooperatingwiththeotherpartytounderstandtheirconcernsinanefforttofindamutuallysatisfyingsolution.9Anotherwaytolookatconflictistodecidethesizeandimportanceoftheissueandconsiderwhichpriorities,principles,andrelationshipsareatstake.Powerisalsoanimportantissue—howmuchpowerdoyouhaverelativetotheotherperson—whichplaysaroleinthedecision-makingprocess.10Asageneralrule,Iwouldsuggestcollaborationisthepreferredwaytodealwithimportantandstressingissues.Iftimeconstraintisanissue,forcingcansometimesbeappropriateforsuchanoccasion.Formoderatelyimportantissues,compromisingcanleadtoquicksolutions.Butdokeepinmind,itdoesn’tsatisfyeitherside,ordoesitfosterinnovativeideastosolveanything,socollaborationmightremainthebettersolution.Forunimportantissues,accommodatingisthebestapproachasitleadstoquickresolutionwithoutstrainingtherelationship.11Onthecontrarytothenegativeimageofhavingaconflict,conflictdoeshaveapositiveside.Itcanpromoteteamwork,improveperformance,fostercreativityandinnovation,andbuilddeeperrelationships.AsJimCollinswroteinGoodtoGreat,“allthegood-to-greatcompanieshadapenchantforintensedialogue.Phraseslike‘louddebate,’‘heateddiscussions’and‘healthyconflict’pepperedthearticlesandtranscriptsfromallcompanies.”Themoreexposedmanagersareinhandlingdifferencesandchangeswithoutcreatingorgettinginvolvedinconflict,themoresuccessfultheirteamsandcompanieswillbecome,andinexchange,themoreskillfulthesemanagerswillbe.12Areyoucaughtinaconflictatwork?Whataretherootsofthatconflict?Doyoufeelthatyou,yourmanager,oryourcolleaguesaredealingwithiteffectively?Ifnot,whatareyoursuggestions?attractive/ə'træktɪv/adj.havingfeaturesorqualitiesthatmakesth.seeminterestingandworthhaving有吸引力的(TEM-8;CET-4)e.g.他们能够为毕业生提供有吸引力的就业机会。—Theyareabletoofferattractivecareeropportunitiestograduates.inconsistent/ˌɪnkənˈsɪstənt/adj.tendingtochangetoooften;notstayingthesame反复无常的(CET-4)e.g.如果做父母的不始终如一，孩子们会觉得无所适从。—Childrenfinditdifficultifaparentisinconsistent.recommend/ˌrekəˈmend/v.totellsb.thatsth.isgoodoruseful,orthatsb.wouldbesuitableforaparticularjob,etc.推荐(TEM-8;CET-4)e.g.你能推荐一家好的旅馆吗?—Canyourecommendagoodhotel?deliberately/dɪˈlɪbərətli/adv.doneinawaythatwasplanned,notbychance故意地(CET-4)e.g.这场火是有人故意放的。—Thefirehadbeenstarteddeliberately.mitigate/ˈmɪtɪɡeɪt/v.tomakesth.lessharmful,serious,etc.减轻(TEM-8)e.g.植树减轻了水土流失。—Soilerosionwasmitigatedbytheplantingoftrees.promptly/ˈprɒmptli/adv.withoutdelay迅速地(TEM-8;CET-4)e.g.她快速高效地处理了所有的信件。—Shedealswithallthecorrespondencepromptlyandefficiently.absenteeism/ˌæbsənˈtiːɪzəm/n.thefactofbeingfrequentlyawayfromworkorschool,especiallywithoutgoodreasons旷工(TEM-8;CET-4)e.g.抑郁症是导致适龄劳动人口残疾、旷工和生产力下降的主要原因。—Depressionisamajorcauseofdisability,absenteeism,andproductivitylossamongworking-ageadults.sabotage/ˈsæbətɑːʒ/v.topreventsth.frombeingsuccessfulorbeingachieved,especiallydeliberately妨碍(TEM-8;CET-6)e.g.他们曾试图破坏我们的计划。—Theyhadtriedtosabotageourplans.virtual/ˈvɜːtʃuəl/adj.madetoappeartoexistbytheuseofcomputersoftware,forexample,ontheInternet虚拟的(CET-4)e.g.你也可以在博物馆进行虚拟参观。—Youcanalsotakeavirtualtourofthemuseum.monotonous/məˈnɒtənəs/adj.neverchangingandthereforeboring单调乏味的(TEM-4;CET-6)e.g.秘书不停地更换，令人厌烦。—Newsecretariescameandwentwithmonotonousregularity.escalate/ˈeskəleɪt/v.tobecomegreater,worse,moreserious,etc.不断恶化(TEM-8;CET-6)e.g.我们不想让战争升级。—Wedonotwanttoescalatethewar.accommodate/əˈkɒmədeɪt/v.tochangeyourbehaviorsothatyoucandealwithanewsituationbetter顺应(TEM-4;CET-6)e.g.我需要适应新的时间表。—Ineededtoaccommodatetothenewschedule.priority/praɪˈɒrəti/n.sth.thatyouthinkismoreimportantthanotherthingsandshouldbedealtwithfirst优先事项(TEM-4;CET-6)e.g.他优先考虑的是财政安全问题。—Financialsecuritywashighonhislistofpriorities.penchant/ˈpɒnʃɒn/n.aspeciallikingforsth.爱好(TEM-8;CET-4)e.g.她喜欢喝香槟。—Shehasapenchantforchampagne.transcript/ˈtrænskrɪpt/n.awrittenorprintedcopyofwordsthathavebeenspoken文字稿(CET-6)e.g.政府在官网上公布了演讲文字稿。—Thegovernmentpostedatranscriptofthespeechonitswebsite.StructureofTextAHowtoManageConflict1.Case--Philippeencounteredmanagementconflict.2.Reasons--※thematrixstructure

※restructuringcausedbyglobalization3.Sources–※differentculturesandtraditions

※differingvalues,opinionsanbeliefs※lackofsensitivitytorace,gender,ageclass...※poorinter-personalcommunicationskills※volatile,fast-changingworkplaces※limitsonresources,physicalandpsychological5.Thepositiveside–※promoteteamwork※improveperformance※fostercreativityandinnovation※builddeeperrelationships.4.Ways--※forcing※accommodating※avoiding※compromising※collaboratingExercises第七单元32.Paraphrase:Replacetheexpressionsofthebold.(1)Hethoughtthatanewjobinafast-growingBritishinvestmentbankwouldgivehimvaluableinternationalexperienceanddevelopsomenewskillstotakehimhigherinhiscareer.fast-growing:booming,strong-growingHebelievedthatstartinganewworkatastrong-growingBritishinvestmentbankwouldenablehimtogetcrucialforeignexperienceandnewabilitiesthatwouldfurtherhiscareer.2.Paraphrase:Replacetheexpressionsofthebold.(2)Philippefeltheactedappropriately,buthiscolleaguesandteammembersfelthehadbeeninconsistent,favoringsomemembersofhisteamwhileunderminingothers.undermine:weakenAlthoughPhilippebelievedhehadbehavedresponsibly,hiscoworkersandfellowteammembersbelievedhehadbeeninconsistent,favoringsometeammemberswhileweakeningothers.2.Paraphrase:Replacetheexpressionsofthebold.(3)Theytellmethatthereisalackofwillorskillstodealwithconflictandhavemanytheoriesastowhyitoccursandwhathappenswhenittakesroot.takeroot:settledownTheyclaimthatthereisalackofcompetenceormotivationtoresolveconflicts,andtheyhaveavarietyofexplanationsforwhytheyariseandwhattranspireswhenitsettlesdown.2.Paraphrase:Replacetheexpressionsofthebold.(4)Powerisalsoanimportantissue—howmuchpowerdoyouhaverelativetotheotherperson—whichplaysaroleinthedecision-makingprocess.playarole:actapartHowmuchpoweryouhaveinrelationtotheotherpersonisacrucialfactorthatactsapartindecision-making.2.Paraphrase:Replacetheexpressionsofthebold.(5)Themoreexposedmanagersareinhandlingdifferencesandchangewithoutcreatingorgettinginvolvedinconflict,themoresuccessfultheirteamsandcompanieswillbecome,andinexchange,themoreskillfulthesemanagerswillbe.inexchange:consequentlyThemoreadeptmanagersareathandlingconflict-freechangeanddifference,themoresuccessfultheirteamsandbusinesseswillbe,andconsequently,themoreskilledthesemanagerswillbe.3.

Vocabulary:

CompletethefollowingsentencesaboutConflictManagementwiththewordsinthebox,andchangetheformifnecessary.YoucantalkaboutConflictManagementonthebasisofthewordsinthebox.a.positiveb.choosec.investigated.determinee.drivef.resolve

g.respondh.dauntingSohowdoyouresolveworkplaceconflict?Itmayseemlikea

task,butitwillgeteasierwithreal-worldapplication.h(2)Tofindtheconflict’ssource,askquestionsandletbothparties

.(3)Avoid

aplacethatfavorsonesideovertheother(suchastheofficeofeitherone)toensureneitheroneisgivenanunfairadvantage.bga.positiveb.choosec.investigated.determinee.drivef.resolve

g.respondh.daunting(4)Stay

yetassertiveduringthisconversationtoencouragehonestyandestablishyourselfasaresolvingforce.(5)Onceyou’veheardtheperspectiveofbothsides,takesometimeto

thesituationonyourown.caa.positiveb.choosec.investigated.determinee.drivef.resolve

g.respondh.daunting(6)Bemindfulofanyunderlyingprejudicesthatmaybe

theconflict.(7)Uponconductingyourowninvestigation,it’stimeto

acommongoal.(8)Turnyourcommongoalintoasolutionthatwill

theconflictforgood.dea.positiveb.choosec.investigated.determinee.drivef.resolve

g.respondh.dauntingf4.Cloze:Decidewhichofthechoicesgivenbelowwouldbestcompletethepassageifinsertedinthecorrespondingblanks.[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesAleaderneedsahighdegreeofemotionalintelligencetonavigatedisagreementsbetweenconflictingparties.Ifyouwantyourteamtobeproductiveandhappy,hereareafewideastohelpthem(1)

unhealthyconflicts:G[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesBeClearaboutYourExpectationsAlackofclaritycancreateroomformisunderstandingsanddisagreements.Youcanhelp(2)

thepotentialforthisbyoutliningyourexpectationsclearlyfromthestart.Clearcommunicationcanhelpminimizeconflictintheworkplace.B[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesBeOpenaboutFeedbackWhenteamshaveacultureoffeedback,there’safree-flowingexchangeofideas.Teammembersarelesslikelytofeel(3)

whensomeonedisagreeswiththem.Be(4)

withyourteamaboutfeedback.Makeitaregularpartofyourcommunication,andencouragethemtosharefeedbackwithyouaswell.FD[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesDon’tTakeThings(5)

Rememberthatworkiswork.Everyoneistryingtogetsomethingdone,andeveryonehasfactorsoutsideofworkthatmay(6)

howtheyshowup.Ifsomeonecomesoffthewrongway,assumethatithasnothingtodowithyou.Trynottoget(7)

orcombative.Ifyouneedto,taketimeto(8)

yourselfdownbeforeyourespond.NAJC[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesGetaCoachTherearealotof(9)

thatcomefromworkingwithacoach.Butasmuchasitimpactsindividuals,thebenefitsofastrongcoachingculturecanrippleouttotheteam.BetterUp’scoachinghasbeenshowntoreduceconflictwithinteamsby24%.Notonlythat,butteamsbenefitfromimprovedcommunicationandastrongersenseofconnectionatwork.E[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesDon’tPlayFavoritesWhen(10)

aconflict,it’simportanttobeimpartial—evenifyoufeelonepersonisright.Agoodmanagerwillgotobatfortheirentireteam.Ifyoustartplayingfavorites,you’llinevitablycreate(11)

amongthepeopleonyourteam.HK[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesInvestTimeinLearningtoManageConflictYoudon’thavetolearnconflictresolutionskillsonthefly.Consider(12)

informaltrainingincommunication,mediation,ordisputeresolution.Every(13)

canbenefitfromworkingontheseskills,eitheringrouptrainingorwithacoach.IM[A]affect

[B]minimize[C]calm[D]open[E]benefits[F]threatened[G]avoid

[H]negotiating

[I]investing[J]defensive[K]discontent

[L]escalate[M]manager

[N]personally[O]themselvesKnowWhentoStayoutofItSometimes,“handsoff”isthebestapproach.Ifyourteammembersareexperiencingaminorconflict,itmightnotbeabadideatoletthemtalkitout(14)

.Amanagergettinginvolvedineveryconversationcanactually(15)

tensionsormakethingsworse.Ontheotherhand,allowingthemtoworkitoutmighthelpthemdevelopabetterrapportinthefuture.OL5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(1)WhenImethimlastweek,heexplainedthattheyearhadbeenadisasterandhisjobwasindangerasstaffhadmadeformalcomplaintsabouthismanagementstyle.当我上周见到他时，他说这一年就是场灾难，因为员工们正式对他的管理风格提出了投诉，他的工作变得岌岌可危。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(2)Themainproblem,hesaid,wasthebank’smatrixstructureanditsfocusonprofit-making,whichencouragedmanagerstofightforterritoryandresourcesratherthanbuildingteamsanddevelopingpeople.他说，主要问题在于该银行的矩阵结构及其对盈利的关注，这种结构鼓励经理人争夺地盘和资源，并非组建团队和培养人才。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(3)Iamoftenaskedtoworkwithindividualsinaconflictsituation,butrarelydoestheorganizationaskforfeedbackonwhytheconflictoccurredandwhattheycoulddotopreventit.我经常被要求与处于冲突状态的个人一起工作，但是组织却很少要求反馈冲突发生的原因以及可以做些什么来预防冲突的发生。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(4)Frombeinganunwelcomingdistractiontoloweringproductivitytodecreasingmoraletodamagingrelationships,conflictwithinadepartmentorteamcanquicklyspreadlikewildfireifnotpromptlyaddressed.部门或团队内部的冲突如果不及时处理，就会像野火一样迅速蔓延，从不受欢迎的分散注意力到降低生产力，从降低士气到破坏人际关系。5.

E-CTranslation:TranslatethefollowingsentencesintoChinese.(5)Emailandotherelectroniccommunicationarethemostpracticalwaystoconnect,butthesecanbemonotonousandsometimesleadtomisunderstandingifreliedontoomuchwhenbodylanguageandemotionaltonesaremissingincontrasttoin-personcommunication.电子邮件和其他电子通信方式是最实用的沟通方式，但这些方式可能比较单调，如果过于依赖这些方式，有时会导致误解，因为与面对面沟通相比，这些方式缺少肢体语言和感情色彩。6.

C-ETranslation:TranslatethefollowingsentencesintoEnglishbasedonthecuewordsinbrackets.(1)我们对该合同的大部分条款感到满意，但是你们的付款条件太苛刻了。(besatisfiedwith)Wearesatisfiedwiththetermsofthiscontractforthemostpart,butwefeelthatyourtermsofpaymentaretoosevere.(2)我们希望在保证质量、互惠互利以及交易彼此需要的货物的基础上和你们建立业务关系。(onthebasisof)We’dliketoexpressourdesiretoestablishbusinessrelationshipwithyouonthebasisofquality,mutualbenefitandexchangeofneededgoods.6.

C-ETranslation:TranslatethefollowingsentencesintoEnglishbasedonthecuewordsinbrackets.(5)考虑已经在这个价格上出售的数量，再降价已经不可能了。(outofthequestion)Consideringquantitieshasbeensoldatthislevelanyfurtherreductionisoutofthequestion.(4)鉴于过去几年的良好合作，我们准备接受你方的价格。(inviewof)Inviewofourgoodcooperationoverthepastfewyears,wepreparetoacceptyourprice.(3)这台机器使用6个月就可以收回投资成本。(payback)Thismachinewillpaybackyourinvestmentin6months.Role-playResearchwork:Searchonlinewithyourclassmatesfortheanswerstothefollowingquestionsaboutorganizationalconflict.1.Whatisorganizationalconflict?2.WhatarethecommonconflictmanagementmethodsinChina?3.Doyouthinkit’simportanttoknowhowtoresolveconflictsatwork?4.Whathappensifyoudon’tresolveconflictsatwork?5.Whatarethedifferencesinemployeeconflictmanagementmethodsamongdifferentcountries?TextBTypesofConflictinBusinessNegotiation–andHowtoAvoidThem第七单元4QuestionsonTextB1.Whatarethethreetypesofbusinessnegotiationconflictsmentionedinthetext?2.Howtoavoidstereotypesinnegotiations?3.Howtoavoidconflictswithfamilyorfriendsatthebargainingtable?4.Howtoavoidconflictsintheworkplace?5.Whatarethestepstohandleconflictsinbusinessnegotiations?QuestionsonTextB1.Whatarethethreetypesofbusinessnegotiationconflictsmentionedinthetext?--Theyareinterculturalconflict,conflictwithfriendsandfamilyandworkplaceconflict.QuestionsonTextB2.Howtoavoidstereotypesinnegotiations?--Peoplecanresearchthebackgroundoftheircounterpart’scultureandreducestressatthebargainingtable.QuestionsonTextB3.Howtoavoidconflictswithfamilyorfriendsatthebargainingtable?--SanderandBordone,theprofessorsatHarvardLawSchool,encouragefamilymembersbynegotiatingtogethertoconsiderandanalyzethedifficultiesthatmayarisebeforetheyconductbusinesstogether.Tomanagethistypeofconflictinnegotiation,theyadvisetotakethetimetorecognizethenorms,standards,principles,andprocessesthatwillguideyourinteractionswithyourfriendsandfamilymembers.Inaddition,ifbusinessnegotiationswithfriendsandrelativesthreatentobecomecontentious,proposingtoconsultaneutralthirdparty,suchasamediator,trustedfriend,orbusinessexpert,canhelpresolveyourconflict.QuestionsonTextB4.Howtoavoidconflictsintheworkplace?--Youcanexaminewhetheryourdepartmentororganizationwelcomesconstructivefeedbackratherthanpunishingit.QuestionsonTextB5.Whatarethestepstohandleconflictsinbusinessnegotiations?--Byunderstandingtherootoftheconflict,proactivelyproblemsolving,takingtheinitiativetoempathizetheotherside,applyinganunbiased,non-stereotypicalviewpointofothers,andfulfillingone’sroletoreachcommongroundwillyouthenappearmoreprofessional,rational,andwelcomingbyallsidesoftheconflicttoreachanagreementtoresolveyourdifferencesandmoveforward.U7:TextBTypesofConflictinBusinessNegotiation–andHowtoAvoidThem1

Althoughpeopledonotwishtoenteranyformofconflict,regardingbusinessnegotiation,conflictoccursmoreoftenthanpeopleanticipate.Asaresult,therearestepswecantaketoavoidcertaintypesofconflictandmisunderstandings.Itoftenhelpstoanalyzetheuniquecausesofconflictinparticularsituationsofnegotiation.Here,welookatthreefrequenttypesofconflictinbusinessnegotiationsand