Conflict Management: Strategies, Tactics, and Behavior (MMG747)
CAMBRIDGE COLLEGE SCHOOL OF MANAGEMENT

FALL 2011

Instructor:
Martha Belden
800-877-4723 X0163

This course explores different conflict management styles and situational considerations available to the individual that impact negotiations. It introduces theories and strategies that characterize the competitive bargaining styles and evaluates the consequences of using each. The course also explores planning, communication, perception, cognitive biases, and the impact of power imbalance in negotiations. Emphasis is on the integration of negotiation theory, practice and behavior, including ethical considerations.  (Weekend in mid-November and in mid-December: Saturday and Sunday 9:00 a.m.-5:00 p.m.)

Conflict Resolution in Multi-Cultural Settings (MMG761)
CAMBRIDGE COLLEGE SCHOOL OF MANAGEMENT

SPRING

Instructor:
Shirley Harrell
800-877-4723 X0163

Today’s organizations may face greater potential for conflict than ever before in history. The marketplace, with its increasing competition and globalization, magnifies differences among people in terms of gender, race, ability, age, life orientation, personality, values, perceptions, languages, cultures, and national background. With the increasing diversity of the workforce comes potential incompatibility and conflict.

Conflict management skills are keys to management success. Estimates show that leaders spend about 21 percent of their time dealing with conflict. That is the equivalent of one day every week. Conflict management skills are a major predictor of managerial success. All conflicts require skills on the part of the leader, whose task is to stimulate functional conflict and prevent or resolve dysfunctional conflict.

This course focuses on developing managerial skills in conflict resolution with a corollary understanding of conflict in multi-cultural organizations and the effect conflict has on the organization’s innovation and productivity. The course uses a model developed by Tjosvold, which develops procedures for making conflict positive. The model uses four inter-related steps for creating conflict-positive organizations: 1) value diversity and confront differences; 2) seek mutual benefits and unite behind cooperative goals; 3) empower individuals to feel confident and skillful; and 4) take stock to reward success and learn from mistakes. The text for the course is Getting Together. (Two weekends; dates to be announced.)

Mediation in the Workplace (MMG 758)
CAMBRIDGE COLLEGE SCHOOL OF MANAGEMENT

SUMMER

Instructor:
Moshe Cohen
800-877-4723 X0163

Workplace mediation supplements or replaces institutional conflict resolution processes in order to increase job satisfaction, boost productivity, reduce employee turnover and decrease the chance of legal action. The course is designed to give the students the theory and skills necessary to begin to practice mediation within their professional life. The course covers theory and models of mediation; stages of the mediation process; skill development and ethical considerations. The methodology is lecture, discussion, video and mediation simulations and role-plays. The texts for the course are The Mediation Process by Christopher Moore and The Promise of Mediation by Bush and Folger. Other readings will be provided by the instructor. There is the opportunity for students to apply the theory learned and practice the skills developed through mediating an actual case or through a written paper on a current real-life conflict between two other parties. There is no prerequisite; however, it is strongly recommended that students complete MMG746 prior to taking this course. (Tentative: within seven week summer term.)

Multi-party/Multi-Issue Negotiations (MMG748)
CAMBRIDGE COLLEGE SCHOOL OF MANAGEMENT

FALL & SPRING 2011/2012

Instructor:
Martha Belden
800-877-4723 X0163

The major focus of the course is the pre- and post-bargaining table influences of groups (constituents, community, opponents) on individual negotiation and conflict resolution styles. Students develop an understanding of the impact of group process on negotiation and the roles that individual group members play within the negotiation context. Students learn the techniques for managing complex, multi-issue negotiations. The course includes typical third party approaches to conflict resolution. Methodology includes readings and handouts. The text is Negotiation by Roy Lewicki. Instructor and student analyze each negotiation in which the student participates. In a final paper students apply the analytic concepts and interpersonal skills in this and previous courses. Prerequisite: MMG746  (Weekend in mid-April and in early May, Saturday and Sunday 9:00 a.m.-5:00 p.m. ).

The Manager as Negotiator (MMG746)
CAMBRIDGE COLLEGE SCHOOL OF MANAGEMENT

FALL, SPRING, and SUMMER 2011/2012

Instructors:
Martha Belden
Joseph DeFazio
800-877-4723 X0163

Effective managers must be able to deal successfully with limitedresources, divergent interests of people, and organizational conflict.This course improves skills in negotiation and joint decision-making that students can apply immediately. Emphasis is on integrative bargaining and problem-solving. Students learn the theory and tactics for understanding and diagnosing a conflict, planning for negotiations, and implementing an effective conflict resolution strategy. (Fall and Spring: Alternate Tuesdays 6:10-10:30 p.m.; Summer:two weekends 9:00 a.m.-5:00 p.m. Saturday and Sunday.)