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Conflict Avoidance, Management and Dispute Resolution Procedures
Pros and cons of the principle negotiation strategy
Conflict Avoidance, Management and Dispute Resolution Procedures
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Principled negotiation is a very effective method of resolving disputes, however, there are occasions that may prove too difficult to put principled negotiation into action, such as the times when one party is not interested in a fair outcome.
Developed by the Harvard Negotiation Project principled negotiation is a method designed to find an outcome to a dispute that is fair to both parties. Principled negotiation is not necessarily the easiest form of negotiation; however, it is most likely to result in a ‘fair and mutually satisfying agreement’ . Principled negotiation resolves day to day conflicts both minor and major while being able to ‘lesson anxiety and produce good agreements’ .
Principled negotiation looks into getting all parties involved a good agreement to satisfy all. However, what is a good agreement? As portrayed by Nicole Cutts in her article on Conflict Management, a good agreement is ‘wise, efficient and improves relationships’ . There are however other means of negotiation one of which being positional negotiation. Positional negotiation is the complete opposite to principled negotiation where it is a battle of who has more power within the parties involved and generally leaves one party feeling disadvantaged. Through this method an ‘extreme position’ is used to increase the chance of a win. However, these type of wins lead to ‘adversarial relationships’ as the outcomes lead to win-lose or even lose-lose situations.
Knowing that positional negotiation leads to turmoil between friends, business partners and the like turning to principled negotiation for a fair outcome is surprisingly straight forward. There are four basic points which have defined the straight forward process of principled negotiation. These f...
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Roger Fisher, William Ury and Bruce Patton, ‘Getting to Yes!’, (2nd Ed, Random House Business Books, 1991) pg 10.
Ibid.
Roger Fisher, William Ury and Bruce Patton, ‘Getting to Yes!’, (2nd Ed, Random House Business Books, 1991) pg 11.
Ibid.
Ibid.
NAW Editory, What is Principled Negotiation? (16th November 2008), MindEdge http://negotiation.atwork-network.com/2008/06/16/what-is-principled-negotiation/
Laurence Boulle, Mediation, Principles, Process, Practice (LexisNexis Butterworths, 3rd Ed, 2011) pp.118.
Roger Fisher, William Ury and Bruce Patton, ‘Getting to Yes!’, (2nd Ed, Random House Business Books, 1991) pg 8.
Roger Fisher, William Ury and Bruce Patton, ‘Getting to Yes!’, (2nd Ed, Random House Business Books, 1991) pg 50.
Roger Fisher, William Ury and Bruce Patton, ‘Getting to Yes!’, (2nd Ed, Random House Business Books, 1991) pg 50.
J. G. Clawson, “FMC Aberdeen from Practical Problems in Organizations: Cases in Leadership, Organizational Behavior and Human Resources,” Custom ed (Prentice Hall, 2003)
Kaplan, R. S., & Norton, D. P. (2000). Having trouble with your strategy?: Then map it. Harvard Business School Publishing Corporation.
Fisher, R., Ury, W., & Patton, B. (1981). Getting to yes: Negotiating agreement without giving in. New York, NY: Penguin Books.
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
Princeton, 1963. Hailstone, Thomas and Rothwell, John. Managerial Economics, pp. 93-95. Prentice Hall, 1993.
Negotiations are supposed to begin in a positive way in which the negotiators consider the needs and wants of the others involved and their shared interests and interdependencies.... ... middle of paper ... ... References Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practice.
Negotiations styles are scholastically recognized as being broken down into two general categories and those are distributive bargaining styles and integrative negotiation styles. Distributive bargaining styles of negotiation are understood to be a competitive type of negotiation. “Distributive bargaining, also known as positional bargaining, negotiating zero-sum, competitive negotiation, or win-lose negotiation, is a type or style of negotiation in which the parties compete for the distribution of a fixed amount of value” (Business Blog Reviews, 2011). This type of negotiation skill or style approach might be best represented in professional areas such as the stock market where there is a fixed goal in mind or even in a garage sale negotiation where the owner would have a specific value of which he/she would not go below. In contrast, an integrative negotiation approach/style is that of cooperative bargaining, or win-win types ...
Rachels, James, and Stuart Rachels. The Right Thing To Do. New York: McGraw-Hill Companies, 2010. Print.
In conclusion, the theory of principled negotiation is very impressive, although it at times seems to be simplistic and meant for an ideal world. Nevertheless, it allows all sides of the conflict to be examined through the broadening of options. It allows disputants to maintain any relationship that they had before the conflict and negotiation. Overall, principled negotiation is meant to lead to satisfactory results for both sides, creating a win-win situation for all.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
How to Make Good Decisions and Be Right All the Time, (2008), Iain King, p. 147.
Fisher, R & Ury, W (1991). Getting to Yes: Negotiation Agreement Without Giving In. Penguin: New York
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Robbins, S., Decenzo, D., & Coulter, M. (2013). Fundamentals of management. Upper Saddle River, NJ: Pearson Education, Inc.