Conflict+&+Negotiations+and+Technology



toc =I. Introduction (Ryan Blackwood)= Technology's Role in Dealing with Conflict and Negotiating

Admittedly, conflict can be bothersome and uncomfortable to deal with, but in reality conflict is a very natural and necessary part of just about any relationship. Particularly those relationships with the people we work with. This wiki will focus on how conflict and negotiations can be created and diffused using technology.

A. Technology
Has become important to quickly solving conflict in the workplace that does not warrant face to face conflict resolution.
 * May make the initiation of conflict easier (people say more on-line than they normally would in person)
 * Can also assist in faster resolutions of conflict
 * Allows for negotiations to take place online

B. Conflict
Conflict can exist:
 * between individuals
 * in the work place
 * between groups

A few conflicts stemming from technology include:

Rapid growth rate of technology- referring to how technology is constantly improving and newer, better products are being released several times a year. How can organizations keep their technology up-to-date and still manage their cash-flow effectively?

Information Overload- refers to the mountains of information stored in company databases, most of which is redundant and unnecessary. It takes time and money to appropriately manage these databases which can be an extremely useful tool, if only managed well.

Technological skills- Employers expect some level of technological competence out of their employees. When technology is being upgraded and/or otherwise changed to some degree… this requires employees to adjust and learn new software applications. This can cause conflict.

Over-reliance on technology- Many modern organizations would be devastated if their computer systems were to crash, even if it were only a few hours. Overdependence in this sense can lead to lost profits and “dead-time” in the office as normal business transactions come to a grinding halt. Overdependence in another sense would be when individuals become so comfortable with electronic communication, such as email and text messaging, that their interpersonal skills begin to lack in valuable face-to-face interactions.

C. Negotiation
Examples of negotiation
 * investigating
 * bargaining- each side gives up something in order to collectively gain something.
 * closure- the overall feeling an individual has in regards to the negotiation s/he may or may not have just made.

=II. Sources of Conflict stemming from technology (Anitta Philip)= It is not a surprise that technology has come to alter the way one conducts business, communicates with others, and manages personal life. The extreme dependence on such innovations demonstrates the significance of technology in the twenty-first century; however, upon examination, it also reveals conflict that may arise from this unwavering reliance. Consider the pace of technology, the amounts of data produced, the resulting discrepancies for various demographics, the impact on group work, and the effect on communication.

There is a constant pressure for companies to keep pace with the rate at which technology is changing. But when one acknowledges the exponential rate of this technological growth, for a company to also try to change at the same rate may lead to several dilemmas. For example, when one buys a laptop they run the risk of their computer being outdated within some months by the release of newer models. In the same sense when a company invests in a product or software, they take the risk that very shortly afterwards their investment will be outdated. Consequently, with new investments, the company also commits their employees to learn how to use the new product, which in turn prevents them from working. However, if the right software or product has been chosen, the advantages of the technology may outweigh the conflict needed to pursue such an innovation. At this point, the company should analyze if the conflict stemming from the investment will benefit the organization or not.

It is also very important to examine exactly what a company needs. There are various systems out there that promise to gather data, information, and form an analysis. Furthermore, with the vast amounts of e-mails, messages, and reports decision makers obtain, they possess more information then they need. “Addressing information overload requires enormous self-discipline” (Dean & Webb, 2011). It is essential, in order to avoid potential conflict, for the people handling such amounts of information “to find time to focus” and “filter out the unimportant” (Dean & Webb, 2011). Technology promises to offer a plethora of information (and it will), but for effective decision and investment making, management should recognize the difference between necessity and excess. Such a conflict can, however, force decision makers to further and utilize analytical skills to better evaluate what is important for their own company. See the Xerox video below to see a comedic interpretation of information overload in the business world. media type="youtube" key="CXFEBbPIEOI" height="346" width="462" align="center"

(XeroxCorp 2009) Generally, employees are expected to possess basic technological skills, but for some, such “basic” skills are quite complex. For example, an employee from Generation X could easily access information on the internet, create excel sheets, pivot tables and so on. When giving a new technological task to a Baby Boomer or a person that may have had to grow up without such advances, it is more likely the they might not be as comfortable in such a situation. “Research conducted by Cambridge University indicated that more than half of the over-50s in the UK felt nervous using an electronic product they had not seen before” (Warman 2011). This is not to say all of the older generation will have a harder time, but considering the environment each demographic grew up, the younger is more likely to have had the opportunity to grow up using innovative computer systems. These problems may also venture from outside company walls. There may be customers who may have a difficult time adjusting to and using new technology. Such a factor should be considered especially if the target consumer base is an older generation. For example, a company marketing to seniors might choose to forgo extremely skill-based systems that their customers may find confusing. This conflict will force employers to be creative and innovative when finding alternatives. They must research and brainstorm unique methods to incorporate technology, their employees, and customers’ technological skill level.

As companies expand so do the lines of group work. “Surveys repeatedly show that employers will continue to host and even expand the number of virtual workers and teams” (Dorr & Kelly, 2011). These virtual teams bridge distances, and work well when scheduling, but such an innovative team can encounter several problems. Some team members may not be well versed in using such technology as e-mail or Skype. Others may have a more difficult time being persuasive in person rather than by an electric channel. Group members may find it more difficult to create relationships and there may be difficulty in reading nonverbal cues (Dorr & Kelly, 2011). This could lengthen or possibly prevent negotiations. The group itself may experience intergroup conflict if certain members fail to contribute through posts or messages. Conveying one’s frustration in such a situation may not be effective if done via e-mail. If the problem is the member does not check their e-mails often, then that member may never get the message. Other members may not be proficient in expressing their perspectives in written form. But in some instances, for example, more timid employees, may experience an internal conflict when having to speak up within a group. The use of e-mail or IM may be a more effective means of conveying their perspective without feeling uncomfortable. The internal pressure that a member would have felt when talking in public can be forgone by being able to write a coherent message. Virtual teams can offer both good and bad conflict; supervisors must ensure the negative conflict is addressed effectively, while those members who have an intrapersonal conflict can grow by expressing their opinions via a more comfortable channel.

(Virtual Teams 2010) There is an increased dependence on the use of such technological innovations such as e-mails or instant messaging to bridge distances and decrease the amount of time in sending messages. The practice fosters an effective use of written messages and the use of such channels can forge many relationships. Ultimately, businesses can conduct their affairs faster than ever. However, the same technological dependence may affect the way we react to people. In a recent study out of USC, brain scans showed that volunteers needed at least four to six seconds to process stories of virtue or social pain to others” (Jarvis, 2009). There is a growing tendency to choose a technological channel to send and receive messages. The more one solely relies to communicate with technology, the less comfortable they may become from conveying messages in person. E-mails allow for thoughtful and planned messages, but management should consider the effective (and inexpensive) action of actually talking to employees in person (Jarvis, 2009). Employees may feel more accountable if they realize they are not just an address in a mass e-mail. By the use of more personal interactions, a business forces its employees to sharpen there face to face communication skills. When a business goes past its own doors to meet with other organizations and possibly even other countries, employees will likely be more comfortable talking in a professional manner if they were able to utilize these skills previously. As the saying goes, with practice comes perfection.

=III. Technological uses of negotiating (Vincent Hsu)= In the past few decades, the boom in technology development has influenced the ways business or society dispute conflicts or resolve negotiations. Today, nearly all business transactions or conflicts/negotiations are done and solved electronically, changing the traditional way of face-to-face negotiation. Outside of workplaces, friends and family often utilize information technology to communicate. Consequently, technology has integrated and became a major part of daily day life.

Even though it is difficult to measure the usage of technology in negotiation, the involvement of technology in a negotiation process is undeniable. Rises of using information technology in negotiation can be group into two factors. First, information technologies, such as email, phone, and Skype, have evolved to become the mainstream in how business communicate in the 21th century. Second, negotiation happens daily and everywhere around the world (Nadler, and Shestowsky 243-267). Given these two facts, it is impossible not to utilize technology in a negotiation process.

The term “E-negotiation” was created due to the mass involvement of technology in negotiation process. Currently, there are numerous electronic devices, such as cell phones, faxes, video conference, and emails that facilitate the negotiation process. Negotiations are compromised online. Recently, there are even websites that help parties dispute conflicts or reach a negotiation. For example, Squaretrade is a website that consumers can purchase warranty on the products to resolve possible future problems. If a consumer purchased a defected laptop online along with the Squaretrade warranty, Squaretrade will resolve the conflict or negotiate with the seller to send a new laptop to the consumer. Furthermore, there are even studies or experiments on inventing a negotiation system for corporations. The main goal for creating a system is to semi-automate or automate the negotiation process, relieving the burdens on the humans. One most common system automated negotiation process is auction. Nowadays, people bid things online (Koutmoutsos 318). Information about more complex negotiation system can be found (Reference 14) more in deeper details in [|A knowledge-based framework for complex, proactive, and service-oriented] [|e-negotiation systems.]

Because of the creation of the negotiation system, number of litigations in US has dropped drastically. According to Galanter, the percentages of civil cases in federal court has decreased from 11% in 1962 to 1.8% in 2002 despite in five-fold increase in case termination (Galanter 459). On the other hand, a model for Online Dispute Resolution was proposed by Lodder and Zeleznikow in 2005 which contributed to the decrease in the number of litigations. The model sequenced the order of the steps in which the online disputes or negotiations are best resolved (Lodder and Zeleznikow 287). The steps of the models are as follows:


 * 1) The negotiation support tool should provide feedback on the likely outcome(s) of the dispute if the negotiation were to fail.
 * 2) The tool should attempt to resolve any existing conflict using dialogue techniques.
 * 3) For those issues not resolved in step 2, the tool should employ compensation/trade-off strategies in order to facilitate resolution of the dispute.
 * 4) If the step from step 3 is not acceptable to both parties, the tool should allow the parties to return to step 2 and repeat the process recursively until either the dispute is resolved or a stalemate occurs.

(Reference 15)

If stalemate occurs, other alternative conflict techniques are utilized such as mediation, arbitration, conciliation, or litigation. Nevertheless, knowing BATNA (Best Alternative To a Negotiated Agreement) is important in a negotiation process. By knowing BATNA, it enforces one’s negotiation power. Parties who are aware of their BATNA know how to negotiation to a resolution which better serves their interests.

media type="youtube" key="7rzq2Bq_EsA" height="315" width="420" align="center"

(Reference 18)

=IV. Technology on Conflicts and Negotiating=

A. Advantages of Technology (Manali Pandya)
media type="youtube" key="bLQa6qtIK5c" height="315" width="420"
 * Expedite business processes
 * Communication within the company and with clients or customers is made faster. Important files or documents can be sent over the internet through sources such as email with the touch of a button or click of a mouse. This can be done within the same office building, same city, same country and even in every different parts of the world. Instant messaging is especially beneficial for communication between professionals located in the same office building, but too far apart to be able to communicate by mouth. For example, if someone on the sixth floor of the building needs to send a memo to a person located on the second floor, he or she can send it through IM. This is much faster than having to walk from the sixth floor to the second just to hand someone a message when it can be done electronically. Conference calls and video conferences can be used to easily communicate with others who are not located in the same office (Enbysk).
 * Can bridge distances
 * As mentioned in the previous point, an office in one location can easily communicate with its other offices across the world. For example, the Accenture office in Dalls can communicate with its office in Singapore through channels such as phone-conferencing, and email. Even face-to-face communication is made possible without anybody having to be in the same location through video-conferencing (Henderson).
 * Type or text creates a filter for a person so they can create best response that is best for resolving the conflicts
 * Text helps a person create their best response because he or she has the ability to revise and edit his or her words before sending making an official reply (Enbysk).
 * Reduces storage space and organizes data (less paper work and easier to find document, creating less conflict)
 * One product will be assembled from multiple lower-level components, each with a specific function that can be carried out through the product itself. A laptop, for example, may include VPN software, Internet Explorer, and Microsoft Office. Microsoft Office will then be composed of Outlook e-mail service which will be composed of Outlook client software and MS Exchange, with MS Exchange including LAN and WAN service, Microsoft Exchange Software, and Windows Server (BCG Consulting Group, 10). All of these specific services, among others, are provided in one simple product.
 * Virtual communication helps avoid conflict between individuals
 * Nowadays, technology has given people the ability to work anywhere: in the comfort of their own homes, local coffee shops, libraries, anywhwere. This gives people the sense of freedom and independence because they are able to do their work at their own convencience. There is no awkwardness or pressure that occurs when bosses and supervisors stand behind a worker's desk to watch every single move that the worker makes (Javitch). There is also no unnecessary distraction of office politics. Thus, people will enjoy their work more and do a more efficient job as a result.

B. Disadvantages of Technology (Rafael Diaz)

 * Not Optimal When Face to Face Communication is Best
 * At times, people may fail to realize that a face-to-face conversation is needed more than sending an email or text. This in itself has the big potential to promote conflict because the conflict won't be handled in a good way.
 * Also, cues and body language play a big role in conflict were a personal touch is needed. These cues are not able to be seen when something is handled through technology.
 * Email May Lead to Drawn Out Conflict (Having to Wait for Responses)
 * This is a big disadvantage when a timeline for a resolution is important. When either party takes too long to respond in regard to a conflict about a project with a close deadline, the conflict and negotiation process fails.
 * Also, when a person is waiting for a response about something they feel very passionate about, they may become more stressed when waiting a long time for a response. For example, when a customer emails a company about bad service they received, the time they are waiting is an opportunity for them to steam on the issue instead of having the issue solved immediately by phone.
 * Impersonal for Apologies
 * There are many circumstances when issues can become personal in the work place, where feelings can be hurt, relationships severed. More generally, conflicts can become very sensitive. At the end of such a conflict, apologies from either or both parties may be necessary. In order for an apology to be accepted fully, the receiver must feel like the apology is sincere and very personal. The only way for this to be felt is if the apology is in person. If some one were to apologize via email, text, or even phone, they will come off as impersonal. If an apology is not accepted fully, then there was no constructive point in giving an apology in the first place. Therefore, technology is not the medium that people should use when giving a personal apology.
 * Lack of Synchronization of Information Leads to Conflict
 * In Virtual Teams, information must be synchronized. In other words, the information that the group must process must be the same that every one can see at any point in time when they want to. For example, when building this wiki as a virtual team, if one member does not update and save media that another member needs to further their role, a stall will occur and conflict may sprout from that.
 * Thus, technology has not given humans the ability to seamlessly update media in real time. There is always the need to upload, or update after making changes, rather than changes being saved as they are made. This leads to conflict and is a major disadvantage to the group progress.
 * Over Reliance on Technology is a Bad Thing
 * While computers and technology are a great tool that make companies and humans more efficient and accurate, they should be just that: a tool. When companies become totally reliant on a computer system to run their every day businesses, they run the risk of making the functionality of their technology the determinant of the functionality of the business. In other words, if a blackout cripples a companies 365/7/24 computer system and they have no way to manually do those tasks, the company's wheels come to a grinding halt.
 * As long as people recognize that computers and technology should only be a tool and not integrated fully into every day conflict negotiation and workings of the business, this disadvantage will never be real to a company. However, if people in an organization lose sight of this looming reality, then negotiation and a lot more will be lost in a company.

=V. Tips on Reducing Conflict and Improving Negotiation Regarding Technology (Rebecca Jacquez)=
 * Listen to others' ideas and collaborate to obtain the best outcome. A win/win situation is better for everyone involved and can ease the tensions of conflict.
 * Learn about cultural differences and become aware of time zones when dealing over the telephone or through e-mail. When a deadline is set, conflict could arise if time differences get in the way or if you don't respond in time. Make sure to check your e-mail frequently if this is the form of communication you are using. E-mail is quick and easy but it must be checked to make sure you don't miss important information. Also, responding to emails the same day can help to avoid conflict.
 * Technology is always changing and may be harder for some to adjust to. A good team player helps other co-workers who may be struggling to learn about new software which results in a stronger company overall.
 * Being objective and setting personal matters aside can help conflict run smoothly. media type="youtube" key="HPs_hMo5Hyk" height="315" width="560" align="right"
 * Always set reasonable goals when negotiating. This way you have a base and can negotiate around it instead of being pressured into something outside of your goal. Thinking about the big picture can keep you open to change.
 * Ethics are a must when it comes to negotiations or conflict. Be true to yourself and be true to others. Frank C. Bucaro who has written two books on ethics made a great point when he said, "Everyone speaks their own truth, but that doesn't make it "The Truth." He talks about how we have values which we go by but, they might not necessarily be the right ones to follow and even if they are, we always need to be open to re-evaluating them.
 * Technology can be very useful when negotiating or dealing with conflict but remember there are times when dealing with a matter in person is still your best option. Sometimes feelings can be hard to express in an email or even on the phone. Body language and tone of voice cannot be carried through an email which may leave the recipient guessing as to what you were trying to say. The EQ (emotional intelligence) may be lost or misread in an email according to Anthony K. Tjan of the Harvard Business Review.
 * Don't overuse technology either. If the person you need to speak with is in the same area, you should talk in-person. Email can be great when used for conversations at a distance but don't rely on it too much. Always have a back up plan in case something does go wrong with the type of technology being used.

=VI. Conclusion (Ryan Blackwood)=

In closing, conflict brings on necessary confrontation which ultimately allows groups and individuals to work better together. The important thing is to not take confrontation personally in the workplace, but see it as a tool which allows workers to problem solve and benefit from another’s point of view. Conflict is a healthy part of any team. The advancement of technology has introduced an all new wave of conflict and negotiation in the workplace. Technology, for better or for worse, is seemingly here for the long-run. =VII. References=
 * 1) Branson, R. (2011). "It’s No Wonder They Don’t Understand You". Canadian Business, 84(15), 17. http://web.ebscohost.com.libproxy.utdallas. edu/ehost/ detail?sid=a5adcd0e-467e-4f21-a6be- a707682369d3%40sessionmgr11&vid=1&hid=13&bdata =JnNpd GU 9ZWhvc3QtbGl2ZQ%3 d%3d#db=bth&AN=65531259.
 * 2) Bucaro, Frank C. "Business Values and Ethics - Ethical Negotiation Style | Negotiation Experts." //Negotiations Skills Training | Negotiation Experts //. Web. 13 Nov. 2011. .
 * 3) Dean, D., & Webb, C. (2011). "Recovering from information overload". Mckinsey Quarterly, (1), 80-88. http://web.ebscohost.com.libproxy .utdallas.edu/ehost/detail?sid=6034d115-3111-4505-832f-ba8eef12fd80%40sessionmgr15&vid =2&hid=13&bdata=JnNpdGU9ZWh vc3QtbGl2ZQ%3d%3d#db=bth&AN=58572781.
 * 4) Donais, Blaine. "What Are the Sources of Workplace Conflict?". //Mediate.com - US and World Leading Mediation Web Site - Find Mediators //. 2006. Web. 5 Nov. 2011. .
 * 5) Dorr, M., & Kelly, K. (2011). "Developing real skills for virtual teams"//.// Retrieved from http://onlinemba.unc.edu/research-and-insights/developing-real-skills-for-virtual-teams/virtual-team-challenges/.
 * 6) Enbysk, Monte (2011). "The Advantages of Instant Messaging for Business from Microsoft Small Business." Web. 27 Nov. 2011. .
 * 7) Galanter, M. (2004). The Vanishing Trials: An Examination of Trials and Related Matters in State and Federal Courts, //Journal of Empirical Legal Studies// 1(3): 459-579
 * 8) Gourevitch, Antoine and Scantlebury, Stuart and Theil, Wolfgang. BCG Boston Consulting Group. “Reinventing the IT Organization: Five Strategies for CIOs.” //IT Advantage: Putting Information Technology at the Core of Business// (2009): 10-11. Web. 27 Nov. 2011.
 * 9) Grohol, J. (2009). "Why Reliance on Technology is a Bad Thing". //Psych Central//. Retrieved on November 13, 2011, from []
 * 10) Henderson, KJ. "The Advantages of Technology in Business Communication." //Small Business - Chron.com//. Web. 27 Nov. 2011. .
 * 11) Jackson, Paul R. and Chen, C. Y. (Chavi). "Managing Conflict in Virtual Teams: The Role of Communication Technologies". (September 30, 2007). Available at SSRN: http://ssrn.com/abstract=1374685.
 * 12) Jarvis, T. (2009). "Social Not-Working: The Perils of Too Much Communication". Retrieved from http://www.oprah.com/relationships/Negative- Impact-of-Social-Networking-Websites-at-Work.
 * 13) Javitch, Dr. David G. "Effective Communication for Managing Virtual Office Employees - Business Application Programs." Entrepreneur.com. //Business & Small Business. Entrepreneur.com//. 3 Dec. 2008. Web. 27 Nov. 2011. [].
 * 14) Koumoutsos, Giannis, and Kleanthis Thramboulidis. "A Knowledge-Based Framework For Complex, Proactive And Service-Oriented E-Negotiation Systems." //Electronic Commerce Research// 9.4 (2009): 317-349. //Business Source Complete//. Web. 11 Nov. 2011.
 * 15) Lodder, A. and Zeleznikow, J. (2005). Developing an Outline Dispute Resolution Environment: Dialogue Tools and Negotiation Systems in a Three Step Model. //The Harvard Negotiation Law Review//. 10:287-338.
 * 16) Missakate,, dir. //The Negotiation//. Youtube, Film. 
 * 17) Nadler, Janice, and Donna Shestowsky. //Negotiation, Information Technology, and the Problem of the Faceless Other//. RESOLUTION: THEORY AND PRACTICE. Psychology Press, 2006. 243-267. Web. 11 Nov. 2011. <http://www.law.northwestern.edu/faculty/fulltime/nadler/Nadler_Shestowsky.pdf>.
 * 18) Negotiation. (2010) November 25, 2011. Photograph. Google
 * 19) Square Trade. //Square Trade//. November 25. 2011. Photograph. Google
 * 20) Tjan, Anthony K. "Don't Send that Email. Pick up the Phone - Businessweek."//Businessweek-Business News, Stock Market & Financial Advice.// Harvard Business School Publishing, 1 Nov. 2011. Web. 14 Nov. 2011. [].
 * 21) TredentData. "Video Conferencing - High Definition (HD) Video Conferencing." Youtube, Film. Web. 27 Nov. 2011. []
 * 22) Warman, M. (2011). "Technology ‘failing to empower older generation’". Retrieved from [].
 * 23) Westron Communications. //Top Consideration for a video conferencing solution.// Web. 10 May. 2010. Photo.
 * 24) XeroxCorp. (2009). "Suffer from Information Overload Syndrome - IOS? Xerox Video". [Video Clip]. Available from http://www.youtube.com/watch?v=CXFEBbPIEOI.
 * 25) [Virtual Teams and Digital Art]. (2010). November 23, 2011. [].
 * 26) "3D Rednered Earth A Network." Google. Ih6.ggpht.com. Web. 27 Nov. 2011. Image.

=VIII. Group Members=
 * Ryan Blackwood
 * Rafael Diaz
 * Vincet Hsu
 * Rebecca Jacquez
 * Manali Pandya
 * Anitta Philip