Negotiation and Conflict Management

• Conflict management
• People management
• Negotiation

The discipline will work with theoretical-practical classes, seeking to combine the expository dimension of the subject with the necessary practical exemplification, where the teacher and students will carry out a set of exercises that illustrate the application of the subject to the organizational context.

The fundamental objective of the discipline of Negotiation and Conflict Management is to promote theoretical and
practical knowledge relating to the constructive management of conflict, taking into account the organizational
reality and the level of negotiation strategies, tactics and tools for trading.
It is intended to identify types of conflicts, manage them appropriately, using skills and techniques of negotiation
so situational, aiming lead divergences and convergences of interests to fruition.
Wanted students to acquire skills and a diverse set of methodologies and techniques in order to develop
intervention skills (communication, interpersonal and social psychology) for effective performance in trading.
An ancillary, the course also aims to develop in students the skills level:
– Thinking and critical analysis / self learning / Oral and written communication /
and teamwork.

 1 – Introduction to the genesis of the conflict

• Levels, types and categories of conflict | How conflict situations work | Conflicts as a risk and as an opportunity

2 – Concepts and approaches to the conflict process

• Essential principles of conflict management | Traditional approach | Constructive conflict management | Taxonomies of conflict management styles | Obstacles to conflict management | Skills necessary for constructive conflict management

3 – Negotiation: scope, strategy and planning

• Concepts | Types of Negotiation | Negotiation Process | Negotiation Preparation | Trading Strategies | Negotiation Tactics

4 – Rational Thinking in Negotiation

• Cognitive biases in negotiation | Heuristics, schemes and biases | Principles of influence and persuasion

5 – Individual characteristics in the negotiation process

• Introduction | Individual Characteristics | 5 Personality Factors and Negotiation Process

6 – Communication and emotions in the negotiation process

• Communication concepts | Elements of the communication process | Barriers to communication | Active Listening | Persuasive Communication | Emotional management

7 – Mediation

• Nature and characteristics of mediation | Types of mediation and areas of activity | Advantages and limitations of mediation | Mediation models and steps in the mediation process | Effectiveness of mediation | Mediation strategies and tactics | Roles and competencies of the mediator

NAO

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CARVALHO, J. C. (2020). Negociação. 6ª edição: Edições Sílabo

LEWICKI, R. J., BARRY, B, & SAUNDERS, D. M. (2020). Negotiation. 8ª edição. Boston: McGraw Hill.

SEBENIUS ET AL. (2020) Negociação, HBR 10 Artigos essenciais, Actual AMACON/WISINSKI, J. Como Resolver Conflitos no Trabalho. São Paulo: Campus, 1997.
CUNHA, P. (2008). Conflito e Negociação. Porto: Asa.

CUNHA, P. (Org.) (2004). Mediação – Uma Forma de Resolução Construtiva de Conflitos. COMPÉRE, Bernard. (2002). Régulation des Conflits du Travail, cãs pratiques pour DRH. Éditions d’ Organisation Porto: Edições UFP.

BAZERMAN, M. H., & NEALE, M. A. (1993). La negociación racional – En un mundo irracional. Barcelona:Paidós.
FISHER, R. & BROWN, S. (1990). Como Chegar a um Acordo – A Construção de um Relacionamento que Leva ao Sim. Rio de Janeiro: Imago.

BERCOVITCH, J. (1984). Problems and approaches in the study of bargaining and negotiation. Political Science, vol. 36 (2), p. 125-145.