Topic outline

  • Course Introduction

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    Negotiation and conflict management are required skills for all working professionals; these skills assist managers in keeping the organization and workforce moving forward. Conflicts arise between employees, teams, or departments within the organization, vendors, customers, and other businesses. While some conflicts may be good for organizational productivity, in this course, we will review the more difficult types of conflict and how they may be resolved. The workplace and individuals will benefit from better conflict management and negotiation skills. Assisting employees in conflict management and negotiating situations are skills that few people possess in the business world today.

    This course will help students to become better negotiators and handle conflicts that occur within the workplace. Several different tactics and techniques will be taught in this course that will help students to feel comfortable and know what to do in any conflict situation that may arise.

  • Unit 1: Introduction to Conflict Management and Negotiation

    This unit focuses on an introduction to conflict management and negotiation, what it is, why it is important, and how you can utilize these skills in the workplace and your personal life. These are important work skills to develop, and those with great negotiation skills are highly sought after. This unit will help you to answer the following questions and more. What does negotiation look like? What's your personal conflict style? How can you use this to assist in a negotiation? Why do you need to think about the other side's wants and needs? How can that help me in a negotiation?

    Completing this unit should take you approximately 5 hours.

    • Upon successful completion of this unit, you will be able to:

      • compare the different types of negotiation;
      • evaluate why it is important to determine needs;
      • examine the costs and benefits of managing conflict; and
      • differentiate between the different types of conflict.

    • 1.1: Conflict Management

      Conflict management means managing yourself and others in conflict efficiently and fairly. Conflict may occur between you and a co-worker, an employee, another manager, or even between you and a vendor. As a manager, you may see conflict within your team, between departments, managers, or with outside vendors, which you may need to deal with daily. When you understand why conflict occurs, you can assess how to handle conflict on your own team, which will help you become a more effective manager.

      • Defining Conflict Management Page
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        This video gives a great overview of the topic with a detailed perspective of what we will discover in this course by explaining conflict in the workplace. When conflict is not dealt with when it occurs, it may become a bigger issue that goes beyond your department or even your company. You can stop issues from escalating by addressing these issues early on and confronting conflict when it occurs. For example, when a manager refuses to deal with conflict between two employees, the issue may develop into open arguing or even yelling. The issue may be forwarded to human resources because it interferes with workplace cohesion. At this point, the issue may be out of the managers' hands. At some point in the resolution process, the managers' skills may be analyzed for not controlling the situation sooner.

      • Using Conflict Management Page
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        Conflict management is an important skill for any manager in business today. As the short reading for this introduction will show, managers spend approximately 20% of their time handling conflict management. This is important to consider as you manage your team and try to accomplish your department and company goals. The more efficient you can be with your time and your team members' time will depend on how successful your team is. Before we get into the types of conflict that can arise, let's discuss the conflict at General Concrete because one employee picketed the company after being laid off. All employees refused to cross the picket line. As a result, business was halted for several weeks. This example shows us how important it is to resolve conflict efficiently and fairly. Conflict can be costly for organizations, and having managers who can assist in that process is needed.

    • 1.2: Costs and Benefits of Conflict

      There are numerous benefits to conflict. As a manager, conflict allows you to discover the motives of the people on your team. By avoiding conflict, you may miss an opportunity to make your team stronger. By addressing and embracing conflict, you may strengthen your team and improve communication between team members. Being open to conflict may help your employees to be more flexible and help them to listen to each other more often. This is a good skill for you, your team, and your organization.

      • Positive and Negative Sides of Conflict Page
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        Conflict is not always negative. By calmly listening to the opposition, you may be able to uncover ideas that will work for both sides of an argument. It may feel uncomfortable to confront conflict, but the benefits may outweigh those feelings. This video discusses the benefits of conflict.It can be negative when a manager avoids conflict. They may be av oiding it because they feel uncomfortable, but the costs of this type of action can be high. Employees may not work well together: they may openly argue, make the workplace confrontational, or simply leave to avoid stress. To better your understanding, answer the three questions in the managerial leadership box as you think about the type of manager you are.

    • 1.3: How Conflict Advances the Workplace

      Conflict can help advance the workplace and can be both negative and positive. Positive conflict can help to advance your department, make you a better leader, and allow for respect from those you supervise. Negative conflict can sour relations with employees, increase anger in the department, and employees may leave because they don't wish to be part of the angry conversation. This section includes information on great leaders and what happens when conflict is not resolved in the workplace.

      • 5 Steps to Managing Conflict Page
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        As a manager, you will have to deal with conflict and learn how to resolve individual and team conflicts. Conflict can be healthy and by observing and monitoring the conflict, you may be able to guide the conflict to help the team communication and advance your organization. By openly expressing ideas about what works and does not, your employees may work together more efficiently. This video explains how confronting and directing the conflict, you may find ideas about how the conflict can actually advance your team and their productivity.

    • 1.4: Type and Levels of Conflict

      Conflict can occur in any setting: at work, at home, while driving, or with friends. Most of the time, conflict cannot be avoided and must be dealt with so everyone can move forward. This section will cover the different types and levels of conflict.

      • Types of Conflict Page
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        There are many types of conflict. We may have interpersonal conflicts with family members or friends, but in this course, we are addressing workplace conflict. Many of the skills you learn in this course may help you in your relationships, but the purpose of this course is to utilize these skills in the workplace. The types of conflict we will address in this section are goal, cognitive, affective, and behavioral. There are other types of conflict, but most fall into one of these four categories.

      • Levels of Conflict Page
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        The levels of conflict are another important aspect to consider when analyzing a conflict. The levels include intrapersonal conflict, interpersonal conflict, intergroup and inter-organizational conflicts.

    • 1.5: Conflict Management Styles

      Each person deals with conflict differently. Your conflict management style will define how you deal with conflict directly or indirectly. This section will cover those styles and what each style means. Just because you may lean towards a certain style does not mean you cannot develop traits that belong to another style. Consider that as you determine which conflict management style you have.

      • Types of Conflict Management Styles Page
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        The conflict management styles include collaborating, competing, avoiding, accommodating, and compromising. Each of these styles has its strengths and weaknesses. Think about how you might develop a conflict management style that you admire. For example, if you want to be a better collaborator, how can you use this information to develop more traits of that style? Read this page for an overview of conflict management styles. Answer the two concept check questions at the end.

      • Defining Conflict Styles Page
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        Read about the conflict styles applied to your personal life and strategies for managing personal conflict. Each one of us has a conflict management style. Each conflict management style uses a different way of handling a conflict. It is possible to develop a conflict management style by using and developing the skills associated with that style. As you read the descriptions of each conflict management style, think about which style most closely suits your skills. Can you give an example that covers each? Also, be sure to complete the two exercises at the end.

      • Conflict Styles in Negotiations Book
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        Now that you understand each conflict management style, work through this lesson about conflict that includes examples and sample problems. This will help you to determine what your initial response might be in a given conflict and what you might be able to improve upon when confronted with conflict. Complete each activity and read the sample conversations. Also, be sure to answer the related questions.

      • Your Approach to Conflict Page
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        How you respond to conflict can affect the outcome of a conflict. This assessment will help you to determine your approach to conflict. After you have answered the questions, review how to score your results.

    • 1.6: Negotiation

      The process of negotiation is when two or more parties attempt to come to an agreement on a specific issue. Most of us use our negotiation skills daily, sometimes without realizing we're doing it. It may be in a conversation with your significant other as you talk about where to go to dinner, or at work when you need something from a colleague and they need something in return.

      • Negotiating Effectively Page
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        Negotiations may be simple or much more complicated depending on the topic and who we are negotiating with. Watch this overview, which explains the basics of negotiating in the workplace.

    • 1.7: Stages and Types of Negotiation

      In business today, negotiation is needed to accomplish daily tasks and move the business forward. As a manager, you may need to negotiate with vendors, employees, or other departments. This is an important skill to develop and will be well worth the time it will take for you to become good at negotiation.

      • Stages of Negotiation Page
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        Read this example of the stages of negotiation, which include non-task time, information exchange, influence and persuasion, and closing. Pay attention to the four phases of the negotiation process, which include understanding why it is important to address the wants and needs of both sides. These phases help address the issues from both sides, leading to a better resolution if all needs and wants are considered. Answer the three concept questions after you read.

      • Types of Negotiation Page
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        There are a few different types of negotiation, including distributed and integrative. Read about these here.

    • 1.8: Group Negotiation

      A group negotiation is more complex than most, and many issues may need to be considered. Typically, one person may be in charge of the group. However, the decision-making process involves several people, which can cause delays or hesitations.

      • Negotiation Types Page
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        There may be times in your management career when you must negotiate within or with a group, which can be completely different from a one-on-one situation. Read this section about group negotiations.

    • Unit 1 Summary

      • Key Terms Page
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        Mark as done

        This unit covered the basics of conflict management, conflict management styles, and the various levels of managing conflict. The next unit will cover how important good communication skills are to the negotiation process. Read the key terms and summary of the learning outcomes sections. The key terms include several types of conflict that might arise at work or in your personal life. The summary of learning outcomes provides a good overview of causes and resolutions in the workplace.

    • Unit 1 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 1 Assessment

      • Unit 1 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 2: Communicating to Resolve Conflict

    Now that you understand the basics of conflict management and negotiation, we will review how to use communications skills to address managing these skills. We will look at situations that might occur during the negotiation process and how those can be addressed through communication. The better we can communicate during the negotiation process without emotion or bias, the better the outcome will be for all involved.

    Considering cultural differences is also important because how we respond in a specific situation may differ from how everyone responds. In addition, we will discuss international differences that are important to consider in the negotiation process. These issues and more will be addressed as we move through the second unit in this course.


    Completing this unit should take you approximately 9 hours.

    • Upon successful completion of this unit, you will be able to:

      • examine the communication skills needed to resolve a conflict;
      • examine how to successfully conduct a difficult conversation;
      • evaluate why cultural differences will be a factor to consider in a negotiation; and
      • examine how emotions and bias affect the negotiation process.

    • 2.1: Using Communications Skills in Conflict Management and Negotiation

      Good communication skills allow open dialogue between coworkers, departments, and companies. Companies always want to hire managers and leaders with good communication skills, so learning how to develop those skills is key. A leader with good communication skills may resolve conflict more easily because they have built a sense of trust with the people needed to resolve a conflict. This section will review using communication skills and determining needs for a negotiation.

      • Communication Skills Page
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        Read about communication and conflict resolution on this page. As you read through the examples of conflict, try to apply these to your personal and work life, and think about what you would do in these situations. Answer each question and complete the example scenario. How can you apply these concepts to your job or personal life?

      • Asserting Your Needs Page
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        Negotiations can be disconcerting for even the most experienced negotiator. Learning how to assert your needs is important. This section discusses how you can assert your needs and explains the different communication styles. It is important to recognize communication styles as you observe them during the negotiation process, and understanding what they are is an important step. Answer the questions and think about how you might respond in each circumstance.

      • Determining Needs Page
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        In a negotiation, it is important to determine needs from the perspective of both sides of the conflict. This may be done in an initial meeting by simply asking what each side needs and, perhaps ideally, what they might want from the negotiation. Using good listening skills during this time will be key to resolving the conflict. Read this section for further information about determining needs in a negotiation.

    • 2.2: Asking Questions

      Asking questions is an important part of any negotiation. This process helps each side understand what the other side needs and might also want from the process.

      • Ask Questions to Determine Needs Page
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        You must ask questions during the negotiation process to be able to address and resolve the conflict properly. Questions allow for a greater understanding of the issue and will lead to a better negotiation process. Read this section about why you should ask questions to determine needs.

      • What Questions Should You Ask? Page
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        Depending on the conflict, the questions you ask will differ. It is important to listen to each side carefully to gather basic information so that you know what questions to ask to resolve the issue. Read this section and answer the concept check questions at the end.

      • Researching before the Negotiation Page
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        After you understand the conflict well and what the other side needs, the next step is to see what information you can gather about the situation. Your additional research will depend on the conflict and how well you understand the issues. Read this section and answer the concept check questions at the end.

    • 2.3: Handling Difficult Conversations

      Sometimes as a leader, you must have difficult conversations with employees, other managers, your supervisor, or those outside your company. A difficult conversation can be one in which you must stop or correct behavior that negatively affects your team members. Another example is salary negotiation. Another might be that you need to terminate an employee after many difficult conversations that did not see any progress. These conversations require a delicate touch and some nerve to bring up a topic that might be difficult for all involved. This section addresses those conversations, confronting the conflict, and using or developing your conflict management style.

      • How to Stop a Bully Page
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        There are bullies in the workplace. This video shows how to confront a bully to stop their behavior, some of which occurs with humor. Confronting a conflict with another person in the workplace can be difficult, but it is important to confront the conflict because, left unchecked, it will only escalate the problem.

      • Using Your Conflict Management Style Page
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        This page gives some background on why dealing with conflict is so important and covers the five conflict management styles and how they deal with conflict.

      • How to Have a Difficult Conversation Page
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        It is important to confront difficult conversations before these issues progress and the situation spins out of control. By confronting the issue before it develops, you can control it and resolve it before it becomes an issue that cannot be resolved. This video shares eight steps to having those difficult conversations.

      • Training Employees to Have Difficult Conversations Page
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      • Delivering Bad News to Staff Page
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        As a manager, you will have numerous conversations with people and deliver bad news. It is important to understand how to do that while maintaining a positive workplace. This video demonstrates how to relate to staff and make those difficult conversations easier.

    • 2.4: Addressing Emotions

      Emotions play a pivotal role in addressing conflict during a negotiation. People get angry and may raise their voices, threaten, or cry. Depending on the conflict issue, employees may feel they have something to lose in the negotiation. And sometimes, what they feel they will lose may not be what the conflict is about. For example, an employee may feel they will lose the respect of their coworkers, and even though they may not care about the actual conflict, they will fight it to earn or keep that respect. This section is about addressing emotions during conflict resolution.

      • Considering Emotions Book
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        During negotiations, many emotions may arise while attempting to resolve conflict. Emotions must be considered when in the middle of a conflict because they can influence the outcomes considerably. In many cases, emotions can overcome reason, and as a leader, you must consider this to keep an effective balance. In this interesting first video in a series by Dr. Lana Staheil, fear, anger, sadness, and disgust are emotions to consider during a negotiation.

      • Maintaining Positive Emotions Page
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        It is important to maintain positive emotions during a conflict. As a leader, you can help manage the emotions involved in the negotiation process. This short video about conflict explains how you can maintain a positive attitude, and in turn, others involved in the conflict may follow your example.

      • Using Negative Emotions in a Negotiation Page
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        Sometimes negative emotions can be useful in a negotiation. This can be seen when the issue that is in conflict has a negative connotation, and people may get more involved if the issue is negative and help to resolve the issue. For example, an animal shelter may have a kill policy after a specific amount of time has passed with no adoption. Advertisers may use a negative-based commercial to appeal to consumers to help donate money to help animals avoid being killed. In this interesting case study about negative emotions on Facebook, positive posts generate a positive response, while negative posts equal a negative response. Answer the critical thinking questions at the end of the case study.

    • 2.5: Understanding Bias

      Bias plays a role in any conflict as you try to come to a resolution. For example, if you supervise several people involved in a conflict, you may like one of the employees involved in the conflict and make a decision based on those feelings. You may be unaware of these feelings and your personal bias, or you may be fully aware of that bias and may not care.

      • How Personal Bias Can Change the Outcome Page
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        Personal bias can change the outcome of a conflict, and, as a manager, you must be aware of this bias and what you do about it. If your employees feel that you may favor one employee over another, they may be less likely to speak up when any situation involves that employee, and you will lose the trust of your employees. For example, a manager takes over a new job and hires friends she has worked with before. The manager does not hold these people accountable for the same issues that other employees may get into trouble for, or she may promote these people more easily. In contrast, more qualified individuals are not promoted. This builds a lack of trust within the team, and people may leave if they don't believe they have an equal chance of getting a promotion. Read this section about the different types of bias and how personal bias might change based on circumstances.

      • Types of Bias Page
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        There are different types of bias in the workplace to be aware of, and some may be made unconsciously. These biases might include age, beauty, culture, gender, weight, attribution, confirmation, or affinity. As a manager, you must be aware that these biases may unconsciously affect your decision-making or in the middle of a conflict. They must be acknowledged as you try to remain unbiased in the negotiation process. It is also important to note that some biases may be a conflict of interest. This page explains a few of these biases and how they may be seen as a conflict of interest.

      • Recognizing and Overcoming Bias Page
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        As a manager, you must recognize bias and understand that when managing your team, managing conflict, or during any negotiation. Read this section (and watch the video) about understanding and overcoming personal bias. How has bias affected the negotiation process in your experiences? What did you learn?

    • 2.6: Considering Cultural Differences

      Another factor to consider in conflict management and negotiation is cultural differences. People from different cultures will interact in varying ways, and at times, some people may take offense at how a person from another culture reacts or communicates. Understanding the culture of the people involved in your negotiation is vital to successfully resolving the situation.

      • Cultural Diversity in Communication Page
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        Understanding how cultural differences play into a conflict or negotiation is important to ensure success and resolve any issues. If one person on your team is originally from another country, they may react differently to issues in the department than those from the United States. Understanding their background may help you to communicate better and move the negotiation forward. Suppose you are in a negotiation with someone from another country. In that case, it will be important to research mannerisms, habits, and cultural differences between the people in the negotiation. Keeping a diverse workforce allows for different opinions and ways of conducting business. Employees from different cultural backgrounds add depth to any business in any organization. This video discusses fostering workplace diversity and ensuring everyone feels heard.

      • Cultural Values, Beliefs, and Norms Page
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        Addressing cultural values, beliefs, and norms is important in any negotiation and when managing conflict on your team. If you have someone on your team with a different culture than everyone else, it will be your responsibility to help that employee feel welcome in your department. Any issues between employees will need to be resolved quickly. This page about social norms explains the differences expected when communicating with people from different cultural backgrounds.

      • Addressing Cultural Differences Page
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        Addressing cultural differences is important to keep conflict to a minimum or navigate through a negotiation. Sometimes this might mean understanding who you will be negotiating with and what background those people may have and then conducting your research about that culture or social norms. For example, in Japan, it is common for businesspeople to position their heads very close to one another while speaking. The US has an arm-length space barrier, and they do not invade someone else's personal space. If a negotiation occurs between people from these two countries, and a person from Japan moves in too closely, the other may naturally react by moving backward or away, which may be offensive to someone from Japan. Understanding these differences and making accommodations will help to move the negotiation forward without incident. Read this section and answer the concept check questions at the end.

      • International Considerations Page
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        International negotiations can be complicated, and it is important to understand who will attend the negotiation and how it will be organized. A good understanding of what will occur needs to be known upfront. Having a good understanding of the people and what country they are from will help to understand how to approach the negotiations. Read this section. The second chart is interesting because you can see the vast differences in how people from North America, Japan, Taiwan, and Brazil might respond to preparing for a meeting and their focus. Understanding and considering these differences is important when planning an international negotiation. This section addressed international considerations and how they may affect the negotiation process. What information should be considered when a negotiation occurs between a Japanese and an American company? What about other countries or cultures?

    • Unit 2 Summary

      • This unit covered how important it is to retain open communication during a conflict resolution, understand bias, and address emotions that may arise during a negotiation. The next unit will cover creating a plan for negotiation and using positive outcomes.

    • Unit 2 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 2 Assessment

      • Unit 2 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 3: Creating Value and Positive Outcomes

    In this unit, we will uncover how to create value to ensure a successful outcome during the negotiation process. It is important to determine the value for both sides so that a win/win situation is planned for. Still, sometimes each side may need to learn what is valuable. Understanding all aspects of the negotiation process and what each side needs to determine a successful outcome is important. Sometimes you can create this value by understanding the important issues and using your communication skills to show that value. This process will help to ensure a positive outcome for both sides.

    Completing this unit should take you approximately 8 hours.

    • Upon successful completion of this unit, you will be able to:

      • examine the steps to develop a plan for a negotiation session;
      • examine how to create value during the negotiation process;
      • examine the stakeholders in the negotiation process; and
      • evaluate the possible outcomes of a conflict.

    • 3.1: Create a Plan for a Negotiation

      Any negotiation needs a plan of action because knowing how you want the negotiation to progress and what you would like the result to be is important. The negotiation may go differently than how you want, but you have a better chance of success with a well-laid-out plan.

      • Why Is a Plan Needed? Page
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        Creating a negotiation plan will allow you to consider the options, wants, and needs of both sides, consider any win-win options, complete any research you may need about the negotiation, and consider any alternative plans in case things do not go how you would like. Read this section and consider a negotiation you may have in the workplace. How did you work through the phases listed in this section?

      • Know Your BATNA Page
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        The Best Alternative to a Negotiated Agreement (BATNA) is a strategy to consider when planning your negotiation process. You may find alternative ways to settle a negotiation by conducting your research before a negotiation. For example, when reviewing your car insurance policy, you may see that your rates have increased again for the second year in a row, even though you have had no accidents or claims. Then you find that another auto insurance carrier offers the same coverage for much less. Instead of moving your insurance from one company to another, you may use this information to negotiate a better deal with your current insurance company. This video is about negotiation and explains the concept of BATNA and how to use BATNA to your advantage when in the middle of a negotiation.

      • Analyze Possible Outcomes Page
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        Every negotiation has potential outcomes, and most can be analyzed before the negotiation process even begins. Most likely, you know your ideal outcome and potentially the other side's, but alternatives for each side should be considered. While working through this process, you may discover that several possible outcomes may also work for you, so it is important to think through this process. This video explains the negotiation process and considers options for possible outcomes.

    • 3.2: Creating Value in a Negotiation

      Creating value in a negotiation means finding a solution that will end in a win-win situation or at least in a situation where neither party is worse off than when they began the negotiation.

      • Value can be created in numerous ways. A homeowner creates value when a kitchen is remodeled, which adds to its value. A recruiter creates value when offering their services to a job seeker, who the recruiter then places in front of a hiring manager. An innovative product that saves a person time and money or eliminates frustration creates value by creating a short video to show how the product might be used (an infomercial is one example of this). A manager who is good at persuasion might create value by emphasizing the importance of working on a particular project and what potential outcomes might occur. During the negotiation process, by understanding the wants and needs of each side, a good negotiator can create value by uncovering win-win situations and finding a solution that works for both parties. In this text, distributive and integrative bargaining are explained. How can you use distributive and integrative bargaining to create value during the negotiation process? Can you give examples of when you've done this in the past?

      • Build Trust and Find Common Ground Page
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        Part of the negotiation process is to converse with the opposition while attempting to discover wants and needs. During this process, you will naturally develop a relationship with the opposition, and this is an opportunity to build trust. This page discusses the concept of appreciative inquiry. As you read this section, consider how this would apply to those in negotiations. Keeping the conversations positively framed is an opportunity to build trust and uncover much-needed information. By approaching the conversation positively, you allow an open dialogue to gather information both sides need for better understanding and may lead you to a successful resolution.

      • Remain Flexible Book
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        By remaining flexible and open during the entire negotiation process, you allow for potential options that may have yet to be initially considered. Saying "no" each time an idea is presented is not how to remain flexible. Even though the presented option may not work for one side, that option could be the start of an option that, once finalized, works for both sides. By remaining flexible, you allow a basic idea to grow into a positive win-win resolution for both sides. When one or both parties cannot remain flexible, the negotiation process will stall or may not be resolved. This chapter gives a good overview of the entire negotiation process. This can help you understand when to decide to enter a negotiation or not.

    • 3.3: Look for Win/Win Outcomes

      A win/win situation is one where a conflict is resolved by both parties getting what they need from the negotiation. It is the ideal resolution for both parties and signifies that the negotiation has ended well.

      • Gather Information, Clarify Needs, and Bargain Page
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        Research is your best way of gathering information to help you better understand your negotiation. This research may come from various ways: conversations, interviews with those involved in the conflict, information about the companies or people involved, information about previous negotiations from either side, defining and clarifying needs and wants, current outside research about the topic, etc. Once this information is gathered and understood, the bargaining process can begin. This video explains the process of bargaining.

      • Collective Bargaining Page
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        Collective bargaining occurs when a group of people negotiates needs. An example may occur in the automotive industry when a strike occurs because they need better benefits or higher pay. It is bargaining, but on a higher level because of the number of people involved. This page covers the basics of collective bargaining.

      • Win/Win Negotiation Page
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        A win/win situation is ideal in any negotiation and occurs when both parties get what they want. A good negotiator will attempt to resolve an issue with a win/win situation every time. It may not always work, but it can occur during a good negotiation process. This video has a great example of a win/win situation and how two parties arrived at that point.

      • Win/Lose Negotiation Page
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        This video compares a win/win scenario in a negotiation and a win/lose scenario. A win/lose scenario is when one side wins, and the other side gets what they want or need. A win/lose situation can occur when one side has more power to control the outcome than the other. Or it may occur when one side is aware that they will lose something in the bargaining, but the option to lose may allow them to have additional benefits later, and they accept a win/lose resolution. Can you think of win/win, win/lose and lose/lose negotiations you've experienced? How would you describe the negotiation process in each one?

    • 3.4: Stakeholders

      Stakeholders are the people or organizations with something to win or lose in any negotiation. They have a stake in the outcome and are the people to ask about wants and needs.

      • Who Are the Stakeholders? Page
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        Key stakeholders are the people or organizations who are the main decision-makers throughout the negotiation process. These people will determine what is needed in the negotiation process. Primary and secondary stakeholders may be other people involved in the negotiation process but are not the key decision-makers. The key stakeholders must be interviewed for wants and needs. Primary stakeholders are people or organizations that may be affected by the results of the negotiation. Secondary stakeholders may be those in charge of the negotiations or responsible for secondary functions resulting from the negotiation; examples might include banks, governmental agencies, or others. This section explains how to identify stakeholders and their responsibilities. Read the two case studies and answer the critical thinking questions.

      • Stakeholders' Wants and Needs Page
        Students must
        View

        Sometimes the stakeholders may use attorneys or mediators to get what they want, and the other side may never actually meet the stakeholders. Still, if possible, speaking with these people should be a goal to determine needs. Asking who the stakeholders are should be one of the first questions in the initial negotiation because these people (or organizations) have the answers to their bottom line and why they need what they need. A successful negotiation will include information from all types of stakeholders who may have a role in resolving the conflict, ensuring that the correct stakeholders have been interviewed to understand wants and needs. Read this section which includes information on discovering stakeholders' wants and needs. Read the case study and answer the critical thinking questions.

    • Unit 3 Summary

      • This unit covered creating a negotiation plan and using positive outcomes. By keeping the conflict in a positive light, you can keep both sides open to possibilities and a potential easy resolution. The next unit will cover creating value during a negotiation, bargaining, and using creative ideas to uncover win-win situations.

    • Unit 3 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 3 Assessment

      • Unit 3 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 4: Bargaining and Negotiations

    Now that we have addressed creating value and the various outcomes that could happen during a negotiation, it is important to address bargaining. You can create value by uncovering the exact needs of each side during the negotiation process. Then you can use that information to create a win/win situation. Not all negotiations will end with a win/win scenario, and some may end with one side winning and another side not being in a worse situation than when they started. When bargaining, both sides should understand their best- and worst-case scenarios. Understanding best- and worst-case scenarios allows for some movement in addressing concerns from both parties.

    Completing this unit should take you approximately 5 hours.

    • Upon successful completion of this unit, you will be able to:

      • evaluate the difference between negotiation and bargaining;
      • compare the needs for each party to a conflict in a given scenario;
      • examine creative solutions in negotiation for a given conflict; and
      • examine collaboration and why it is important to the negotiation process.

    • 4.1: What Does Each Side Need?

      It is important to understand the wants and needs of both sides in every negotiation. This will allow you to understand the conflict as a whole and help you make an informed decision when determining a win-win situation.

      • How to Determine Needs and Wants Page
        Students must
        View

        Determining needs and wants can be assessed by asking questions about ideal and minimum resolutions, speaking to key stakeholders, or researching how past negotiations have been handled. This section discusses the issue of how to manage the conflict during a negotiation. How might you manage a negotiation? Can you give a specific example of the process?

      • How to Use Information to Bargain Page
        Students must
        View

        Once you have conducted all of your research and understand the needs and wants of both sides, it is time to begin the bargaining stage. A meeting time and place are set, and everyone gathers to discuss needs. Each side will present its case, and then the bargaining begins. Again, the goal is to reach a win-win resolution, but sometimes this won't be possible, and alternative solutions might be sought. How can you obtain needs and wants from each side? How can these be used during the negotiation process?

      • Bargaining vs. Negotiation Page
        Students must
        View

        Bargaining and negotiation may be similar in meaning, but they are two different things. The negotiation process is when two or more parties attempt to agree on a specific issue, and bargaining is the process used in a negotiation. When bargaining is used in a negotiation, it typically begins with one side stating what they would like to happen, and the other side will counter and ask for what they need. This begins the process of bargaining in a negotiation. Watch this video about the process of integrative negotiation and using bargaining to reach a resolution.

    • 4.2: View the Conflict from Each Side

      By understanding the conflict from each side, you will have a better understanding of the whole situation. You may be able to gather ideas on how to reach a successful resolution. A win-win situation is the goal of any negotiation, and ideas for this type of resolution come when you understand each side in depth. Once you understand the whole conflict from each side, which includes wants and needs, why this situation became a conflict in the first place, how each side has resolved issues in past negotiation sessions, and any additional information you can gather, you will be able to come up with alternative resolutions and ideas for a win-win situation. To better understand the opposing side and their needs, you must ask questions and gather as much information as possible.

      • Using Information Gained in the Negotiation Process Page
        Students must
        View

        This video mentions ways to uncover and discover information that may be useful in a negotiation. Think of a conflict you have or have had about the team you manage and gather as much information for both sides of the conflict as possible. Specifically, this information from the last section may help you in your quest for information and better understanding and then apply that to your conflict. Information you can research might include wants and needs, why this situation became a conflict in the first place, and how each side has resolved issues in past negotiation sessions. With any additional information you can gather, try to devise alternative resolutions and ideas for a win-win situation. After you have gathered good information about the conflict, develop a few win-win ideas that might help bring the resolution to a positive conclusion. This should include ideas to help both sides feel heard and accept the resolution as a win. If the conflict is ongoing in your workplace, try to use these ideas to resolve the conflict as you work with both sides. Afterward, take a moment to reflect. What information did you gather? What were the win-win ideas you created? What was the outcome? Was it a win-win situation for each side?

    • 4.3: Bargaining to a Solution

      Bargaining to a solution will include discussing what each side is willing to compromise to resolve the conflict successfully.

      • Coming to an Agreement Page
        Students must
        View

        As you create win-win situations, you will begin the bargaining stage, and this may move back and forth as each side explains their needs in more detail and what outcomes they would like to occur. Read this critical thinking case about negotiating salary and answer the questions at the end. What additional information could you gather to bargain in this situation?

      • Asking Questions and Trying Different Options Page
        Students must
        View

        Asking questions to gain a better understanding of the conflict is essential. You may need to use brainstorming ideas and ask detailed and follow-up questions after each side states their needs. Spend some time answering these review questions.

    • 4.4: Creative Solutions and Collaboration

      Using creativity and collaboration is an important part of the negotiation process. Understanding your resources and how you might resolve issues can be useful in almost any conflict.

      • Collaboration Page
        Students must
        View

        Collaboration occurs when at least two people devise a solution to a problem. In negotiation, collaboration is important because you need the willingness and flexibility of both sides to resolve a conflict successfully. Watch this video about collaboration, what the other side might get from the negotiation process, and when they might not participate.

      • Creative Thinking Page
        Students must
        View

        In a negotiation, creative and out-of-the-box thinking can help resolve a conflict and come to a resolution. This short video is about brainstorming in groups and offers great ideas about thinking outside the box. These techniques can create a win-win resolution that may work for both sides of your conflict.

      • Using What Others Have Learned Page
        Students must
        View

        This video includes additional strategies that can be used in conflict management. Reviewing what has been completed by others in similar situations or by people who have handled this situation before may help give you a better understanding of the conflict. Sometimes it may also be helpful to find out how the company has handled conflicts in the past. For conflicts with your staff, you can rely on information from other managers and ask how they have handled similar employee conflicts in the past. Your human resources office may be another resource and can give you helpful information on settling disagreements. This section included information about strategies that may be used in conflict management. At times, you will need to be creative when resolving conflict. Depending on the conflict, you will need to understand the available resources to assist you in managing the conflict. How would you summarize a conflict that is either taking place in your workplace now or has occurred in the past? What strategies can be (or were) used to resolve the situation?

    • Unit 4 Summary

      • This unit covered bargaining and negotiation. By creating value and showing the opposite side that value, you can help bring the negotiation to a win-win situation in which both sides get what they need from the negotiation. By utilizing bargaining in negotiation, both sides address their needs and then bargain to a resolution that will work for both sides. The next unit will cover information about resolving the conflict and closing it.

    • Unit 4 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 4 Assessment

      • Unit 4 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Unit 5: Summary of Conflict Management and Negotiation

    Now that you understand conflict management and negotiation well, we will look at common mistakes during this process. It is important to review the mistakes of others so that you may avoid them in the future. There will be times when a resolution cannot be found, and this will be the time for a third party to become involved. This unit will cover when that occurs and the mediation options. Training employees is an important part of a manager's job, and showing employees how to resolve conflict is an important skill to focus on. We will also cover conflict resolution and negotiation training, look at ways to close the negotiation process, and consider how to create an agreement that includes what was resolved.

    Completing this unit should take you approximately 7 hours.

    • Upon successful completion of this unit, you will be able to:

      • examine mistakes made in the negotiation process;
      • evaluate when to use a third party to help resolve the conflict;
      • examine the process of closing the conflict;
      • examine training employees on the negotiation process; and
      • evaluate the mediation process to resolve issues.

    • 5.1: Avoid Negotiation Mistakes

      During a negotiation, many mistakes may be made that will make the process longer or alienate one side making it more difficult to reach a successful agreement. These mistakes may be avoided by conducting your research and understanding what each side needs.

      • Reviewing Common Mistakes Page
        Students must
        View

        Any research you can find about either side of a negotiation may help you resolve a current negotiation. Any information about how someone or an organization handled past negotiations and what mistakes were made may be useful to you. This short video includes information about mistakes that can be made during the negotiation process.

      • Avoiding Mistakes Page
        Students must
        View

        Understanding why and how mistakes were once made during the negotiation process may help you avoid those same mistakes during future negotiations. This video includes negotiation stories that review mistakes that can occur during the conflict management process.

    • 5.2: When to Use a Third Party to Mediate

      After many rounds of negotiation, it may become clear that you will not come to an acceptable resolution to the conflict, but you still want to resolve the issue. This section will review potential options for resolution.

      • When the Negotiation Fails Page
        Students must
        View

        Mediation is an alternative way to resolve a conflict. Mediation involves a third party who assists both parties to come to a resolution. This alternative is less expensive than taking the case to court, and it will provide a resolution and may result in a win-win situation. Each side may need to make allowances to come to a resolution. It will involve a third party who listens to each side and decides. Read this section about mediation, its benefits, the steps involved, and the ethical issues related to mediation.

      • Solving Problems with Mediation Page
        Students must
        View

        This interesting video explains the mediation process and gives a few examples of what can happen in a mediation session.

      • Mediation and Case Management: Do's and Don't on the Way to Successful Mediation Page
        Students must
        View

        When negotiation does not work, other options might include mediation and arbitration. This video includes information about successful mediation and what is needed and not needed during the mediation process.

      • Arbitration Page
        Students must
        View

        Arbitration is another option to resolve disputes and involves a third party who acts as a judge and listens to each side to make a determination. Each side agrees to the arbitration and whatever outcome the arbitrator makes. This alternative is less expensive than taking the case to court and will provide a resolution. Each side agrees to the arbitrator and whatever the outcome is made by the arbitrator. Read this section about the arbitration process. This section covered mediation, arbitration, and using third parties to help settle a conflict after a failed negotiation. What are the benefits and downsides of using one of these third parties to settle a conflict? Can you give examples of times you've used third parties to settle a conflict?

    • 5.3: Training Employees to Handle Conflict

      Now that you have a good understanding of negotiation and potential alternatives, you must train employees on the negotiation process. This is important as you move through successful negotiations that have involved your employees.

      • Why Employees Need to Be Trained Page
        Students must
        View

        Training employees is one way to ensure that your employees do what is expected in the workplace. This video explains coaching, training, and mentoring of employees and why each is important in your role as a manager.

      • Train Employees to Handle Conflict Page
        Students must
        View

        Training employees about handling conflict is important as you develop your team and include them in the negotiation process. By training your employees on this process, you will make your job easier in the future, and employees will be able to handle negotiations independently. These skills can be developed by including employees in conflict resolution cases in your department, company, or even with an outside company. Answer the concept check questions at the end, read the case study, and answer the critical thinking questions. How might you train employees on conflict management? What are the benefits of training employees on this topic?

    • 5.4: Closing the Conflict and Creating an Agreement

      Once a negotiation has been resolved, it is important to take the necessary steps to close it. This section will cover the various steps you may need to take to close the negotiation.

      • After You've Resolved the Conflict Page
        Students must
        View

        If the resolved conflict occurred with an outside vendor or company, then it may require that a contract be created that ensures each person does what they agreed to. For those resolutions that end in arbitration, a conflict resolution agreement will be created, and each party will be responsible for their part of the resolution. This type of contract can also be created for any negotiation resolution, and it can be as formal or informal as long as both parties agree. This agreement will also state what will occur if one party fails to complete their part of the agreed-upon tasks. A simple internet search will yield sample drafts of what this contract might include. This video explains a few more tactics to get to that resolution, including how to wrap up a negotiation once an agreement has been made.

      • Creating a Conflict Resolution Agreement Page
        Students must
        View

        If you have successfully settled a conflict between employees, congratulations! Now you will need to take measures to ensure the conflict is closed so that you can move forward with the resolution. Suppose your employees have agreed to the resolution. In that case, you must take the necessary step to follow up on issues and ensure that whatever was agreed to actually occurs. If employees have agreed to take certain steps, you must also follow up and make sure they follow through. Sometimes a brief meeting with everyone may be necessary to ensure everyone agrees and follow-through has occurred. These steps can also be used if a resolved conflict occurs between departments in your organization. This video reviews governmental settlements made during negotiations in South Africa.

    • Unit 5 Summary

      • This course covered conflict management and negotiation and included examples that occur in the workplace and that you might encounter in your daily life. Conflict or negotiation may occur between you and a co-worker, or employee, with another manager, or even between yourself and a vendor. As a manager, you may see conflict within your team, between departments, managers, or outside vendors, which you may need to deal with daily. When you understand why conflict occurs, you can assess how to handle conflict on your own team, which will help you become a more efficient manager. Good luck in your future negotiations.

    • Unit 5 Study Resources

      This review video is an excellent way to review what you've learned so far and is presented by one of the professors who created the course.

    • Unit 5 Assessment

      • Unit 5 Assessment Quiz
        Students must
        Receive a grade

        Take this assessment to see how well you understood this unit.

        • This assessment does not count towards your grade. It is just for practice!
        • You will see the correct answers when you submit your answers. Use this to help you study for the final exam!
        • You can take this assessment as many times as you want, whenever you want.

  • Study Guide

    This study guide will help you get ready for the final exam. It discusses the key topics in each unit, walks through the learning outcomes, and lists important vocabulary. It is not meant to replace the course materials!

  • Final Exam Preparation

    These case studies are an excellent way to review what you've learned so far and are presented by one of the professors who created the course. Review these materials before you take the final exam.

  • Final Exam

    • Practice Final Exam

      Take this practice exam to help you get ready for your final exam. This exam can be taken as many times as you like, and it will cover topics similar to the final exam. We recommend that you take a look at the practice final exam before proceeding to the final exam because you will only have three tries to pass the final exam with an 80% or above.

    • Proctored Final Exam

      Take this Proctored Final Exam to complete this course.

      The exam requires a proctor and a proctoring fee of $5. To pass this course, you will need to earn a grade of 80% or higher on the Proctored Final Exam. Your grade for this exam will be calculated as soon as you complete it.

      If you do not pass the exam on your first try, you can take it again up to a maximum of 3 times, with a 30-day waiting period between each attempt. You may not create another account to exceed these limits. After your third failed attempt you will not be able to pass this course, so we recommend taking the Practice Final Exam as many times as you need to feel comfortable.

      We are partnering with SmarterProctoring to help make the proctoring fee more affordable. We will be recording you, your screen, and the audio in your room during the exam. This is an automated proctoring service, but no decisions are automated; recordings are only viewed by our staff with the purpose of making sure it is you taking the exam and verifying any questions about exam integrity. 

      Requirements:

      1. Desktop Computer
      2. Chrome (v100+)
      3. Webcam + Microphone
      4. 1mbps+ Internet Connection

  • Course Feedback Survey

    Please take a few minutes to give us feedback about this course. We appreciate your feedback, whether you completed the whole course or even just a few resources. Your feedback will help us make our courses better, and we use your feedback each time we make updates to our courses. If you come across any urgent problems, email contact@saylor.org.

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