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Abstract of conflict resolution and management
Abstract of conflict resolution and management
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Conflict Resolution
Conflict in the work place is inevitable. People will argue, disagree, or treat another badly for many reasons. Racial prejudice, sexual prejudice, religious prejudice, or simply not liking someone can and will cause conflict.
Conflict resolution can be handled in a one-on-one manner (the boss talking to employees) or can be handled through mediation or negotiation. The one-on-one method will work in a small business setting where there is employee conflict or business conflict. In a larger corporate setting mediation or negotiation is often used to settle conflicts. Union negotiations are a good example of this. Listed below are some methods that may be used for conflict resolution. Many of these can be used in a one-on-one setting or in a larger setting where mediation is being used to settle a conflict.
1. Separate the people from the problem.
One specific technique that can work is to change the shape of the table rather than sitting opposite your 'opponents', arrange the seating so that all the parties are sitting together facing a flip chart or blackboard where the problem is presented. That makes it clear that all the participants are facing the problem together, that instead of it being 'us' against 'them', it is a case of 'all of us' against 'it'.
2. Distinguish between interests and positions.
When preparing for a negotiation, or after it has begun, don't just ask "What do they want?" It is also important to ask, "Why do they want it?" It is equally important - and often more difficult - to ask the same questions about your own views. Many successful negotiators find they will be more successful if they focus on understanding their interests as they enter discussions. If they haven't started out with a perfect package, the ideas of others may actually improve their final result.
Negotiators who arrive with a complete package can create real problems. Modifications to their ideas might be taken personally, they may be stubborn, and reaching a satisfactory resolution is made more difficult.
3. Consider your BATNA (Best Alternative To a Negotiated Agreement).
If you do not reach an agreement with the other, does that really make things worse for you? When you're selling an antique Rolls Royce and have received an offer of $43,250, you know what another potential buyer has to do to get you...
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...e gains achieved by the other side may prove to be short-term indeed.
6. Only one person can get angry at a time.
This is yet another means to help individuals keep a cool head and pay attention to the process and the strategy, as well as the substance of the negotiation. If it's not your 'turn' to be angry, the exercise of restraint can be turned into a positive opportunity to observe what is going on with a clear eye. No less important, yelling at each other is not negotiation; it is confrontation. In those situations there may possibly be a 'winner'; but it is even more likely there will be a 'loser'.
In times past, when two property owners had a disagreement, they would hire knights and wage war to reach a conclusion. Then somebody invented lawyers, and the problem-solving process became one of waging law. Our society has reached a level of sophistication in which we recognize that the costs of waging war - or waging law - are terribly high. With the use of good negotiation skills, we have the capacity to reach conclusions in a more satisfactory manner: we can wage PEACE (Cohen).
Bibliography:
Cohen, Steven P., Mediate.com, www.mediate.com/articles/tnsc.cfm
Fisher, Roger, William Ury, and Bruce Patton. Getting to yes: negotiating agreement without giving in. 2nd ed. New York, N.Y.: Penguin Books, 1991. Print.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369
Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practices. New Jersey: Pearson.
Brubaker B. and Asher M., (2007). A Power Play for Juwan Howard. Lewicki-Barry-Saunders: Negotiation: Readings, Exercises, and Cases, Fifth Edition. The McGraw-Hill Companies, 2007
Negotiations are a part of daily life whether we are aware of them occurring or not. In everything that we do there are preferred end results and the end results are likely to affect more than one person. The goal in this however, is to ensure that all parties are equally benefited from the actions and reactions that occur to create that end result. While some dealings are done in a more subtle manner without a great deal of negotiation per say there are other situations that would warrant more vocalized mutually acceptable compromises. The purpose of this paper will be to effectively explain a situation of which required negotiation on the part of both parties that almost all of us have endured and that would be the process of buying a vehicle.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2011). Essentials of Negotiation (5th ed.). New York, NY, US: McGraw-Hill.
Most of the common activities in our daily life present an opportunity to negotiate, whether or not we realise it. Meta-reflecting upon my negotiation experiences during the class and other activities have led me to identify few common themes. In this assignment, the two themes I will be discussing are (1) the importance of being clear on the strategic intent and big picture thinking, and (2) the importance of managing the negotiation process through understanding the various phases and visualising negotiation as a train journey.
Negotiations and back-room dealings happen in any possible setting at any possible moment. Regardless of whether a bargain is two people negotiating a business deal, eighty people silently weighing the pros and cons of drawing attention to themselves, or one single person unconsciously deciding to give up individuality to wrest some semblance of power from the system, a choice is being made between various options.
Before understanding how to deal with conflict, one must understand what conflict is. Conflict can be defined as, “any situation in which incompatible goals, cognitions, or emotions within or between individuals or groups lead to opposition or antagonistic interaction” (Learning Team Toolkit, 2004, pp 242-243). Does the idea of conflict always have to carry a negative connotation? The growth and development of society would be a great deal slower if people never challenged each other’s ideas. The Learning Team Toolkit discusses three different views of conflict: traditiona...
During this course, I have learned a lot about negotiating. We learned about almost every negotiating technique there is. We learned about cross-cultural negotiations, body language, Best Alternative To a Negotiated Agreement (BATNA), variables in negotiating, and many more. Before this course, I did not know that much about negotiating. I thought that negotiating was just about trading or convincing someone to give you what you want and you did not care about the other side, resulting in a win-lose. I now know that negotiating is about getting what you want, but also giving the other side what they want as well to result in a win-win. This paper is about how I am going to improve my negotiating skills over the next six months. In order for me to improve my negotiating skills, I believe I need to improve the following skills- my body language, communication, planning, and my interpersonal communications. By improving those skills, I can become an effective negotiator.
Negotiations always occur between parties who believe that some benefit may come of purposeful discussion. The parties to a negotiation usually share an intention to reach an agreement. This is the touchstone to which any thinking of negotiations must refer. While there may be some reason to view negotiations as attempts by each party to get the better of the other, this particular type of adversarial negotiation is really just one of the options available. Among the beginning principles of a negotiation must be an acknowledgment that the parties to a negotiation have both individual and group interests that are partially shared and partially in conflict, though the parameters and proportions of these agreements and disagreements will never be thoroughly known; this acknowledgment identifies both the reason and the essential subject matter for reflection on a wide range of issues relevant to a negotiation. (Gregory Tropea, November 1996)
Look up the word conflict in the dictionary and you will see several negative responses. Descriptions such as: to come into collision or disagreement; be at variance or in opposition; clash; to contend; do battle; controversy; quarrel; antagonism or opposition between interests or principles Random House (1975). With the negative reputation associated with this word, no wonder people tend to shy away when they start to enter into the area of conflict. D. Jordan (1996) suggests that there are two types of conflict: good, which is defined as cognitive conflict (C-type conflict) and, detrimental, defined as affective conflict (A-type conflict). The C-type conflict allows for creativity, to pull together a group of people with different opinions or ideas, to combine and brain storm all thoughts to develop the best solution for the problem. The A-type conflict is the negative form when you have animosity, hostility, un-resolveable differences, and egos to deal with. The list citing negative conflicts could go on forever. We will be investigating these types of conflicts, what managers can do to recognize conflict early, and what strategies they can use to resolve conflicts once they have advanced.
- Study position, Interest, and reasons. -Honor other’s possible roles. –Incorporate both interests. - Find Rules of fairness. –Temper the size. (Lecture 6, slide 8,9). Furthermore, the integrative negotiation approach has also key steps that can be combined with the guidelines previously mentioned in order to have a more comprehensive understanding of the problem as well as a more detailed action plan. The key steps are: Identify and define the problem, surface interest and needs. Generate alternative solutions, and evaluate and select alternatives (Lewicki, 2011,
Lewicki, R. J., Saunders, D. M., & Barry, B. (2011). Essential of negotiation (5th ed.). New York, NY: McGraw-Hill Education.
According to Barbara A. Budjac Corvette, the author of Conflict Management A practical guide to Developing Negotiation Strategies there are five phases in the negotiation process: preparation, introduction, initiation, intensification, and closing. In this paper I will define the five phases of the negotiation process, describe an observation of that development from a scene in the movie 12 Angry Men, what I have learned from Juror #8, and how I can apply this knowledge to my professional and personal negotiation strategies.