Negotiation And Conflict Management

GSM 470
Negotiation and Conflict Management Workshop
Section A
Instructor:
Office:

Deborah M. Kolb, Ph.D.
3rd Floor, 411 Commonwealth Avenue

Contact Information:
521-3871 (telephone) [e-mail] Office Hours: Thursday: 3:00-5:00 and by appointment

Negotiation and conflict resolution are becoming more important in organizations today.
In the past, you probably would use negotiation and conflict resolution skills only if your job entailed formal dealings with unions, suppliers, and customers or as a financial deal maker. In other words, negotiation was a skill needed only by people who did it for a living. All that has changed in contemporary organizations. If you analyze an organization through a political lens, all interactions are basically negotiations. That means that as a leader at whatever level, you are frequently operating in a situation where your responsibility exceeds your authority. You will need to negotiate with a range of internal and external stakeholders in order to get your job done. In network and team structures, you are but one voice among many. To get your agenda accomplished, you will need to negotiate to build coalitions among different stakeholders and constituencies.
As organizations become more diverse demographically and culturally, the potential for conflict increases, requiring even more attention to ways of dealing with it.
And for women, skill in negotiations is even more critical. Even if her job carries with it formal power and authority, gender relations in organizations can make it difficult for women to exercise that authority. People may expect her to negotiate and consult rather than dictate to them. As a member of a team, she may not be seen as influential and so have to negotiate for her point of view or agenda. And for many women a more consultative leadership style, where decisions are negotiated, fits with their everyday theories about how best to get work done. They favor participation and believe it leads to

Bibliography: Kenneth Arrow, Robert Mnookin, Lee Ross, Amos Tversky, Robert Wilson, Barriers to Conflict Resolution (Norton, 1995) Max Bazerman, Smart Money Decisions, (John Wiley, 1999) Sandra Bem, The Lenses of Gender, (Yale University Press, 1993) Bush, Robert B. and Joseph Folger, The Promise of Mediation, (Jossey-Bass, 1994) Cialdini, Robert, Influence: The Psychology of Persuasion, (Morrow, 1984) Mary Crawford, Talking Difference, (Sage, 1995) Anne Donnellon, Team Talk, (Harvard Business School Press, 1996) Stephen Goldberg, Frank Sander, and Nancy Rogers, Dispute Resolution, (Aspen Publishers, 1999) Guy Olivier Faure and Jeffrey Z. Rubin, Culture and Negotiation, (Sage, 1993) Roger Fisher, William Ury, Bruce Patton, Getting to YES, (Penguin, 1991) (Penguin, 1995) Roger Fisher and Daniel Shapiro, Beyond Reason (Penguin, 2005) Joyce Fletcher, Disappearing Acts, (MIT Press, 1999) Barbara Gray, Collaborating, (Jossey-Bass, 1989) John Hammond, Ralph Keeney, Howard Raiffa, Smart Choices, (Harvard Business School Press, 1998) Schuster, 2000) Deborah M Agendas of Bargaining (Jossey-Bass, 2003). (Jossey-Bass/John Wiley, 2004) Deborah M (Program on Negotiation, 1999) Deborah M Deborah Kolb and Jean Bartunek, Hidden Conflict in Organizations, (Sage, 1992) Phyllis Kritek, Negotiating at an Uneven Table, (Jossey-Bass, 1994) David Lax and James Sebenius, The Manager as Negotiator, (The Free Press, 1986) David Lax and James Sebenius, 3-D Negotiation, (Harvard Business School Press, 2006) Roy Lewicki, David Saunders, John Minton, Essentials of Negotiation, (Irwin, 1997) Roy Lewicki and Alexander Hiam, Mastering Business Negotiation, (Jossey-Bass, 2006) (Jossey-Bass/John Wiley, 2004) Robert Mnookin and Lawrence Susskind (editors), Negotiating on Behalf of Others, (Sage, 1999) Robert Mnookin, Scott Peppet and Andrew Tulumello, Beyond Winning: Creating Value in Deals and Disputes, (Harvard University Press, 2000) Michael Moffitt and Robert Bordone, The Handbook of Dispute Resolution, (JosseyBass, 2005) Christopher Moore, The Mediation Process, (Jossey-Bass, 1996) Margaret Neale and Max Bazerman, Negotiating Rationally, (The Free Press, 1992) Robin L. Pinkley and Gregory B. Northcraft, Get Paid What You’re Worth, (St. Martin’s Press, 2000) Dean Pruitt, Negotiation Behavior, (Academic Press, 1981) Howard Raiffa, The Art and Science of Negotiation, (Harvard University Press, 1982) Howard Raiffa, Negotiation Analysis, (Harvard University Press, 2003) Jeffrey Rubin, Dean Pruitt, Sung Hee Kim, Social Conflict, (McGraw-Hill, 1993) Jeswald Salacuse, Making Global Deals, (Houghton-Miflin, 1991) Thomas C G. Richard Shell, Bargaining for Advantage, (Viking Press, 1999) Douglas Stone, Bruce Patton, Sheila Heen Lawrence Susskind, The Consensus Building Handbook, (Sage, 1999) Lawrence Susskind and Jeffrey Cruiksank, Breaking the Impasse, (Basic Books, 1987) Deborah Tannen, Talking from 9 to 5, (Morrow, 1996) Deborah Tannen, You Just Don 't Understand, (Morrow, 1990) Leigh Thompson, The Heart and Mind of the Negotiator, (Prentice-Hall, 2001) William Ury, Getting Past No, (Bantam, 1991) William Ury, The Third Side, (Penguin, 2000) Virginia Valian, Why So Slow? (MIT Press, 1997) Richard Walton and Robert McKersie, A Behavioral Theory of Labor Negotiations, (McGrawHill, 1965) Daniel Yankelovich, The Magic of Dialogue, (Simon and Schuster, 1999) William Zartman and Maureen Berman, The Practical Negotiator, (Yale University Press, 1982) Other Resources: