conflict and negotiation

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Conflict and negotiation are often complex and controversial interpersonal processes. We generally see conflict as a negative topic and negotiation as positive one, each can generate positive and negative outcomes and what we deem positive or negative often depends on our perspective.Conflict is the struggle between people with differing ideas, beliefs or goals. Conflict is inevitable in an organization or in groups and teams. Working with different people who have different personalities and approaches to completing tasks eventually leads to conflict in the group. Learning about conflict management is essential for a team to perform successfully.Conflict exists everywhere. In a world where opinion is vast, there is no way to avoid conflict in your life. So what do we do? We learn to resolve conflict. The only way to resolve conflict is to, first, recognize conflict by understanding the stages of conflict.Negotiation involves implementing certain strategies to eliminate the negative aspects of conflict, increase the positive aspects of conflict and to enhance performance and effectiveness in an organized setting. Rather than eliminating or avoiding disagreements, the purpose of negotiation is to teach groups conflict resolution skills, such as managing conflict, finding self-awareness about the types of conflict and effectively communicating while in conflict with a team member. These skills assist teams in establishing a positive outcome from conflict.Conflict can be disheartening, it can be frustrating and sometimes it can just be funny. It really

depends on how you approach the situation and how you use your communication skills to diffuse the feud. If you watch T.V., chances are you’ve watched a sitcom or two and have noticed that a lot of the plots contain conflict between two roles, or groups of people on the show. It keeps us interested because we want to know how they will resolve the issues and of course – we’re always hoping for a happy ending. Much like on film, people experience conflict in their everyday lives however, it can be difficult to utilize humor or other sitcom-like tactics to wiggle your way out of a tough situation. What can be taken from these shows, however, is that conflict is common and so is resolution. There are ways to reduce conflict though, and you can learn what they are in this report.

AN OVERVIEW

BBaacckkggrroouunndd::

There has been no shortage of definition of conflict, but conflict is a perception. If no one is aware of a conflict, then it is generally agreed that no conflict exist. In general perception, we all perceive conflict in a negative way. Let’s have a look on the definition of conflict to understand the actual concept of

DDeeff iinniitt iioonn:: A process that begins when one party perceives that another party has negatively affected,

or is about to negatively affects

Disagreement between two or more person

CCoonnssttrruucctt iivvee CCoonnff ll iicctt ::Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interests and curiosity among group members, provides the medium through which problems can be aired and tensions released.

DDeessttrruucctt iivvee CCoonnff ll iicctt ::Conflict is destructive when it hinders group performance, reduces interest and satisfaction, lowers the creativity, reduces trust and so on.

CONFLICT

There has been no shortage of definition of conflict, but common to most is the idea that conflict is a perception. If no one is aware of a conflict, then it is generally agreed that no

In general perception, we all perceive conflict in a negative way. Let’s have a look ct to understand the actual concept of conflict.

A process that begins when one party perceives that another party has negatively affected, something that the first party cares about.

“OR”

between two or more persons on any point.

Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interests and curiosity among group members, provides the medium through which problems can be aired and tensions released.

Conflict is destructive when it hinders group performance, reduces interest and satisfaction, lowers the creativity, reduces trust and so on.

CONFLICT

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common to most is the idea that conflict is a perception. If no one is aware of a conflict, then it is generally agreed that no

In general perception, we all perceive conflict in a negative way. Let’s have a look

A process that begins when one party perceives that another party has negatively affected, something that the first party cares about.

Conflict is constructive when it improves the quality of decisions, stimulates creativity and innovation, encourages interests and curiosity among group members, provides the medium

Conflict is destructive when it hinders group performance, reduces interest and satisfaction,

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Conflict is an inevitable part of organizations. From top-level management to small informal groups of individuals, organizational conflict is present everywhere. There are 3 different views on conflicts. These 3 different perspectives are commonly referred to as:

1. The Traditional View of Conflict2. The Human Relations View of Conflict

3. The Interactionist View of Conflict

Let’s take a closer look at each view.

11.. TThhee TTrraaddiittiioonnaall VViieeww ooff CCoonnfflliicctt::The early approach to conflict assumed all conflict was bad and to be avoided. Conflict was viewed negatively and discussed with such terms as Violence, destruction and irrationality to reinforce its negative connotation. The view that all conflicts are bad certainly offers a simple approach to looking at the behavior of people who create conflict. This view of conflict fell out of favor for a long time as researchers came to realize that some level of conflict was inevitable.The traditional view of conflict identifies poor communication, disagreement, lack of trust among individuals and the failure of managers to be responsive to their employees’ needs as the main causes and reasons of organizational conflict.

22..HHuummaann RReellaattiioonnss VViieeww ooff CCoonnfflliicctt::

From the late 1940s to mid-70s, the human relations view dominated the topic of organizational conflict. The human relations view of conflict primarily teaches us to accept conflict. It identifies conflict as an important aspect of any organization, which simply cannot be eliminated.More importantly, unlike the traditional view, the human relations view does not discard conflict as an outright negative and destructive thing. Instead, it says that an organizational conflict maybe beneficial for the individuals, groups and the organizational in general. Moreover, this perspective even suggests that organizational conflicts within groups may even lead to a better group performance and outcome.

TRANSITIONS IN CONFLICT THOUGHT

33..TThhee IInntteerraaccttiioonniisstt VViieeThe interactionist view of conflict sactually necessary and beneficial for a group.organization or group with no conflict is more likely tinflexible. It states that a minimum level of conflict is actually beneficial for the group, because it maintains a certain level of creativity, selfindividuals. All these things result in increased group performance, moreproblems and better outcomes.However, do note that even the interactionist view does not claim that every type of conflict is beneficial and healthy. It clearly states that only the functional and constructive forms of conflict help the group, while the dysfunctional or destructive forms of conflict should be avoided.

eeww ooff CCoonnfflliicctt::view of conflict suggests that an ongoing, minimum level of conflict is

actually necessary and beneficial for a group. According to the interactionist view, an organization or group with no conflict is more likely to become static, non

It states that a minimum level of conflict is actually beneficial for the group, because it maintains a certain level of creativity, self-evaluation and competition among the individuals. All these things result in increased group performance, more creative solutions to

However, do note that even the interactionist view does not claim that every type of conflict is beneficial and healthy. It clearly states that only the functional and constructive forms of

the group, while the dysfunctional or destructive forms of conflict should be

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uggests that an ongoing, minimum level of conflict is the interactionist view, an

o become static, non-responsive andIt states that a minimum level of conflict is actually beneficial for the group, because

evaluation and competition among the creative solutions to

However, do note that even the interactionist view does not claim that every type of conflict is beneficial and healthy. It clearly states that only the functional and constructive forms of

the group, while the dysfunctional or destructive forms of conflict should be

Conflict exists everywhere. In a world where population is skyrocketing and opinion is vast, there is no way to avoid conflict in conflict by understanding the stages of conflict. include;

Potential opposition or incompatibility

Cognition and personalization

Intentions

Behavior

Outcomes

THE CONFLICT

world where population is skyrocketing and opinion is vast, ct in your life. The only way to resolve conflict is to

standing the stages of conflict. The conflict process has five stages which

Potential opposition or incompatibility

CONFLICT PROCESS

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world where population is skyrocketing and opinion is vast, way to resolve conflict is to recognize

The conflict process has five stages which

PROCESS

The first step in the conflict process is the presence ofconflict to arise. They need notnecessary if conflict is to surface. For into three general categories: communication, structure, and personal variable

11.. CCoommmmuunniiccaatt iioonn::

The communication source represents the opposing forces thatdifficulties, misunderstandings, and noiseA review of the research suggests that differing word exchange of information, and noise in the communication channel are allcommunication and potential antecedent conditions to conflictResearch demonstrated a surprising finding: The potential for conflict increases when eithertoo little or too much communication takes place

22.. SStt rruuccttuurree::

The term structure is used, in this context, to include specialization in the tasks assigned to group members, jurisdictionalcompatibility, leadership styles, reward systems, and the degreegroups. Research indicates that size and specilarger the group and the more specialized its activi

33.. PPeerrssoonnaall VVaarriiaabblleess::

As practical experience has taught us, some people are conflictaversive. Evidence indicates that certain personalityhighly authoritarian and dogmaticconflict.

The first step in the conflict process is the presence of conditions that create opportulead directly to conflict, but one of these con

necessary if conflict is to surface. For simplicity’s sake, these conditions have been condensedinto three general categories: communication, structure, and personal variable

The communication source represents the opposing forces that arise from semantic misunderstandings, and noise in the communication channels.

ch suggests that differing word connotations, jargon,exchange of information, and noise in the communication channel are all

ntial antecedent conditions to conflictResearch demonstrated a surprising finding: The potential for conflict increases when eithertoo little or too much communication takes place.

is used, in this context, to include variables such asspecialization in the tasks assigned to group members, jurisdictional clarity, membercompatibility, leadership styles, reward systems, and the degree of dependence among groups. Research indicates that size and specialization act as forces to stimulate conflict. The

the more specialized its activities, the greater the likelihood of conflict.

As practical experience has taught us, some people are conflict oriented and othaversive. Evidence indicates that certain personality types—for example, individuals who are highly authoritarian and dogmatic—lead to potential conflict. Emotions can also cause

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conditions that create opportunities for e of these conditions is

have been condensedinto three general categories: communication, structure, and personal variables

arise from semantic

connotations, jargon, insufficient exchange of information, and noise in the communication channel are all barriers to

Research demonstrated a surprising finding: The potential for conflict increases when either

variables such as size, degree of clarity, member–goal

of dependence among forces to stimulate conflict. The

ties, the greater the likelihood of conflict.

oriented and others are conflict for example, individuals who are

potential conflict. Emotions can also cause

If the conditions cited in stage I negatively affect something that one party caresthe potential for opposition or incompatibility becomes actualized in theOne or more of the parties must be aware of the existence of the antecedenHowever, because a conflict is perceivedmay be aware that B and Aare in serious disagreement. . . but it may not make Aanxious, and it may have no effect whatsoever on A’s affection toward B.”when individuals become emotionally involved, that parties experience anxiety, tension,frustration, or hostility.

Intentions intervene among people’s perceptions and emotions and overt behaviors.These intentions are decisions to act in a giIntentions are separated out as a distinct stage because you have to infer theknow how to respond to that other’s behavior. A lot of conflicts areparty attributing the wrong intentions to theFollowing graph represents the primary conflictcooperativeness (the degree to which oneconcerns) and assertiveness (the degree toconcerns)—we can identify five conflict

negatively affect something that one party caresthe potential for opposition or incompatibility becomes actualized in the second stage.

parties must be aware of the existence of the antecedenperceived does not make it personalized. In other words, “A

and Aare in serious disagreement. . . but it may not make Ait may have no effect whatsoever on A’s affection toward B.” It is at the

individuals become emotionally involved, that parties experience anxiety, tension,

intervene among people’s perceptions and emotions and overt behaviors.These intentions are decisions to act in a given way.Intentions are separated out as a distinct stage because you have to infer theknow how to respond to that other’s behavior. A lot of conflicts are escalated merely by one party attributing the wrong intentions to the other party.

epresents the primary conflict-handling intentions. Using two dimensions(the degree to which one party attempts to satisfy the other party’s

(the degree to which one party attempts to satisfy his or her own conflict-handling intentions:

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negatively affect something that one party cares about, then second stage.

parties must be aware of the existence of the antecedent conditions. does not make it personalized. In other words, “A

and Aare in serious disagreement. . . but it may not make A tense or It is at the felt level,

individuals become emotionally involved, that parties experience anxiety, tension,

intervene among people’s perceptions and emotions and overt behaviors.

Intentions are separated out as a distinct stage because you have to infer the other’s intent to escalated merely by one

handling intentions. Using two dimensions—party attempts to satisfy the other party’s

to satisfy his or her own

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Now let’s have a look on conflict handling intentions in detail.

11.. CCoommppeettiinngg::Competition operates as a zero-sum game, in which one side wins and other loses. Highly assertive personalities often fall back on competition as a conflict management strategy. The competitive strategy works best in a limited number of conflicts, such as emergency situations. In general, business owners benefit from holding the competitive strategy in reserve for crisis situations and decisions that generate ill-will, such as pay cuts or layoffs.

22.. CCooll llaabboorraatt iinngg::Collaboration works by integrating ideas set out by multiple people. The object is to find a creative solution acceptable to everyone. Collaboration, though useful, calls for a significant time commitment not appropriate to all conflicts. For example, a business owner should work collaboratively with the manager to establish policies, but collaborative decision-making regarding office supplies wastes time better spent on other activities.

33.. AAvvooiiddiinngg::The avoidance strategy seeks to put off conflict indefinitely. By delaying or ignoring the conflict, the avoider hopes the problem resolves itself without a confrontation. Those who actively avoid conflict frequently have low esteem or hold a position of low power. In some circumstances, avoiding can serve as a profitable conflict management strategy, such as after the dismissal of a popular but unproductive employee. The hiring of a more productive replacement for the position soothes much of the conflict.

44.. AAccccoommmmooddaattiinngg::The accommodating strategy essentially entails giving the opposing side what it wants. The use of accommodation often occurs when one of the parties wishes to keep the peace or perceives the issue as minor. Those who use accommodation as a primary conflict management strategy, however, may keep track and develop resentment.

55.. CCoommpprroommiissiinngg::Collaboration works by integrating ideas set out by multiple people. The object is to find a creative solution acceptable to everyone. Collaboration, though useful, calls for a significant time commitment not appropriate to all conflicts. For example, a business owner should work collaboratively with the manager to establish policies, but collaborative decision-making regarding office supplies wastes time better spent on other activities.

When most people think of conflict situations, they tend to focus on stage IV becausewhere conflicts become visible. The behavior stage includes the statements,reactions made by the conflicting partiintentions. As a result of miscalculations or unskilled enactments, overt behaviors sometimes deviate from these original intentions.It helps to think of stage IV as a dynamic process of interaction. For Example, you make a demand on me, I respond by arguing, you threaten me, I threaten you back and so on. Following conflict provides a way of along the following continuum. At the lower partcharacterized by subtle, indirect, and highly controlled forms of tension, such as a student questioning in class a point the instructormove upward along the continuumwars clearly fall in this upper range. For the most part, conflicts that reach the upper rangthe continuum are almost always dysfunctional. Functional conflicts are typically confined to the lower range of the continuum.

When most people think of conflict situations, they tend to focus on stage IV becausevisible. The behavior stage includes the statements,

reactions made by the conflicting parties, usually as overt attempts to implement their own intentions. As a result of miscalculations or unskilled enactments, overt behaviors sometimes

ate from these original intentions.It helps to think of stage IV as a dynamic process of interaction. For Example, you make a demand on me, I respond by arguing, you threaten me, I threaten you back and so on. Following conflict provides a way of visualizing conflict behavior. All conflicts exist

continuum. At the lower part of the continuum, we have conflicts characterized by subtle, indirect, and highly controlled forms of tension, such as a student

oint the instructor has just made. Conflict intensities escalate as they move upward along the continuum until they become highly destructive. Strikes, riots, and

range. For the most part, conflicts that reach the upper rangalmost always dysfunctional. Functional conflicts are typically confined to

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When most people think of conflict situations, they tend to focus on stage IV because this is visible. The behavior stage includes the statements, actions, and

es, usually as overt attempts to implement their own intentions. As a result of miscalculations or unskilled enactments, overt behaviors sometimes

It helps to think of stage IV as a dynamic process of interaction. For Example, you make a demand on me, I respond by arguing, you threaten me, I threaten you back and so on.

licts exist somewhere of the continuum, we have conflicts

characterized by subtle, indirect, and highly controlled forms of tension, such as a student has just made. Conflict intensities escalate as they

until they become highly destructive. Strikes, riots, and range. For the most part, conflicts that reach the upper ranges of

almost always dysfunctional. Functional conflicts are typically confined to

The action–reaction interplay among the conflicting parties results in consequences.As we have stated before, outcomes may be functional inimprovement in the group’s performance, or it may beperformance.

FFuunncctt iioonnaall OOuuttccoommeess::Conflict is constructive when it: Improves the quality of decisions, Stimulates creativity and innovation, Encourages interest and curiosity among group members, Provides the medium through which problems can be aired and tensions released, and Fosters an environment of self-evaluation and

DDyyssffuunncctt iioonnaall OOuuttccoommeeConflict is destructive when it: Development of discontent (Dissatisfaction). Reduce group effectiveness. Retarded communication. Infighting among group members overcomes group g

reaction interplay among the conflicting parties results in consequences.outcomes may be functional in that the conflict results in an

improvement in the group’s performance, or it may be dysfunctional in that it hinders group

Improves the quality of decisions,Stimulates creativity and innovation,Encourages interest and curiosity among group members,Provides the medium through which problems can be aired and tensions released, and

evaluation and change.

eess::

iscontent (Dissatisfaction).

Infighting among group members overcomes group goals.

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reaction interplay among the conflicting parties results in consequences.that the conflict results in an

dysfunctional in that it hinders group

Provides the medium through which problems can be aired and tensions released, and

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PPrroobblleemm SSoollvviinngg::Face to face meeting with conflicting parties for the purpose of identifying the problem and resolving it through open discussion.

SSuuppeerr oorrddiinnaattee ggooaallss::Creating a shared goal that cannot be attained without the cooperation of each of the

conflicting parties.

EExxppaannssiioonn ooff RReessoouurrcceess::When a conflict is caused by the scarcity of resources, expansion of resources can create win-

win solution

.

SSmmooootthhiinngg::Playing down differences while emphasizing common interests between the conflicting

parties.

AAuutthhoorrii ttaatt iivvee ccoommmmaanndd::Management uses its formal authority to resolve the conflicts.

AAlltteerriinngg tthhee hhuummaann vvaarriiaabblleess::Uses behavioral change techniques as human relations training and alter attitude and

behaviors that cause conflict.

AAlltteerriinngg tthhee ssttrruuccttuurraall vvaarriiaabblleess ::Changing the organization structure and the interaction patterns of the conflicting parties.

AAvvooiiddaannccee::Withdrawal from or suppression of the conflict.

CCoommpprroommiissee::Each party to the conflict gives up something of value.

CONFLICT MANAGEMENT TECHNIQUES

BBaacckkggrroouunndd::Negotiation permeates the interactions of almost There’s the obvious: Labor bargains with mananegotiate with employees, peers, and bosses; salespeople negotiate withpurchasing agents negotiate with suppliers. And there’s the subtle: Ananswer a colleague’s phone for a few minutes in exchange for sometoday’s loosely structured organizations, in which membersthemselves having to work with colleagues over whom thewhom they may not even share a common boss,

DDeeff iinniitt iioonn::A process in which two or more parties exchangethe exchange rate for them.Or simply stated;It is the process of finding an agreement that is satisfactory to all of the groups/individuals involved in the conflict.

NEGOTIATION

Negotiation permeates the interactions of almost everyone in groups and organizaThere’s the obvious: Labor bargains with management. There’s the not so obvi

peers, and bosses; salespeople negotiate withpurchasing agents negotiate with suppliers. And there’s the subtle: An employee agrees to answer a colleague’s phone for a few minutes in exchange for some past or future benefit. In

structured organizations, in which members are increasingly finding themselves having to work with colleagues over whom they have no direct authority and with whom they may not even share a common boss, negotiation skills become critical

ocess in which two or more parties exchange goods or services and attempt to agree on

It is the process of finding an agreement that is satisfactory to all of the groups/individuals

NEGOTIATION

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everyone in groups and organizations. gement. There’s the not so obvious: Managers

peers, and bosses; salespeople negotiate with customers; employee agrees to

past or future benefit. In are increasingly finding

have no direct authority and with negotiation skills become critical.

goods or services and attempt to agree on

It is the process of finding an agreement that is satisfactory to all of the groups/individuals

Knowing how to negotiate can come in handy in all types of different situations.are working in business or doing daily errands, the negotiation process is going to be the same.Following are the steps of negotiation Process

The first step in the negotiation process is to ensure that everyone is ready the actual negotiation. Before you begin negotiation walk through the steps in your mind of what you are going to do, and think of different situations that may occur and how yohandle them. If you need to, do some research beforehand.to buy a washer and dryer, you may want to read some reviews online or check out some price points of models that are available to see how low you

Know what you want from the process.involved and be able to understand different positions and interests.and be able to identify boundaries.

Determine how to get there: Know what resources you can tap into, develop a strategy that you can work with, and have a walk

Set a time and place: Once you have all the information you need, set up an appropriate time and place for the negotiation to ta

In the opening stage of the process, you will identify your needs with the other party.

Be confident and demonstrate to the other party that you know what you are doing. State your case: state your case by painting the context of your

need and what you want as a result, and position yourself to frame the outcome appropriately.

THE NEGOTIATION PROCESS

Knowing how to negotiate can come in handy in all types of different situations.are working in business or doing daily errands, the negotiation process is going to be the same.

negotiation Process.

The first step in the negotiation process is to ensure that everyone is ready the actual Before you begin negotiation walk through the steps in your mind of what you

are going to do, and think of different situations that may occur and how yoIf you need to, do some research beforehand. For instance, if you are preparing

to buy a washer and dryer, you may want to read some reviews online or check out some price points of models that are available to see how low you can negotiate your price.

Know what you want from the process. Make sure you understand the needs of the people involved and be able to understand different positions and interests. Know your priorities and be able to identify boundaries.

Know what resources you can tap into, develop a strategy that you can work with, and have a walk-away position.

Once you have all the information you need, set up an appropriate time and place for the negotiation to take place.


Be confident and demonstrate to the other party that you know what you are doing.state your case by painting the context of your negotiation, verify you

need and what you want as a result, and position yourself to frame the outcome


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Knowing how to negotiate can come in handy in all types of different situations. Whether you are working in business or doing daily errands, the negotiation process is going to be the same.

The first step in the negotiation process is to ensure that everyone is ready the actual Before you begin negotiation walk through the steps in your mind of what you

are going to do, and think of different situations that may occur and how you are going to For instance, if you are preparing

to buy a washer and dryer, you may want to read some reviews online or check out some price can negotiate your price.

Make sure you understand the needs of the people Know your priorities

Know what resources you can tap into, develop a strategy

Once you have all the information you need, set up an appropriate


Be confident and demonstrate to the other party that you know what you are doing.negotiation, verify you

need and what you want as a result, and position yourself to frame the outcome


Some people can refer to this as the “arguing” stage, but it is more appropriate to say that you are simply exchanging views with the onegotiation, the arguments may be gentle and polite, so it all depends on the situation the negotiation is taking place.

Respond to the other party’s views or argument by minimizing their benefits to you, weakening their argument, or managing their needs all the same.

Strengthen your argument by maximizing the benefits for them, strengthening your truth, and legitimizing your needs.

In the exploration stage, usually no agreements have been made other thanBoth sides have established what they want, and now they can both move forward to reach an agreement.

Find areas where you both agree.find areas of difference that can be amplifi

Once you know where you agree and disagree, then you can work to find ways to reach an agreement by looking into criteria and outcome.

Move forward by seeking variables, managing information, and keeping your main goal clear and flexible.

The phase of signaling in the negotiation process is when both parties let it be known that they are ready to move forward with their position.certain terms.

Show the other party that you are ready towards concession.

Some people can refer to this as the “arguing” stage, but it is more appropriate to say that you are simply exchanging views with the other party. In such instances as a collaborative negotiation, the arguments may be gentle and polite, so it all depends on the situation the

Respond to the other party’s views or argument by minimizing their benefits to you, eakening their argument, or managing their needs all the same.

Strengthen your argument by maximizing the benefits for them, strengthening your truth,

In the exploration stage, usually no agreements have been made other thanBoth sides have established what they want, and now they can both move forward to reach an

Find areas where you both agree. Both parties can agree on some things, so make sure to find areas of difference that can be amplified into agreements.Once you know where you agree and disagree, then you can work to find ways to reach an agreement by looking into criteria and outcome.Move forward by seeking variables, managing information, and keeping your main goal

The phase of signaling in the negotiation process is when both parties let it be known that they are ready to move forward with their position. Signaling indicates the willingness to negotiate

Show the other party that you are ready to move forward, wait for their signal, and move

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Some people can refer to this as the “arguing” stage, but it is more appropriate to say that you In such instances as a collaborative

negotiation, the arguments may be gentle and polite, so it all depends on the situation the

Respond to the other party’s views or argument by minimizing their benefits to you,

Strengthen your argument by maximizing the benefits for them, strengthening your truth,

In the exploration stage, usually no agreements have been made other than early positioning.Both sides have established what they want, and now they can both move forward to reach an

Both parties can agree on some things, so make sure to

Once you know where you agree and disagree, then you can work to find ways to reach an

Move forward by seeking variables, managing information, and keeping your main goal

The phase of signaling in the negotiation process is when both parties let it be known that they Signaling indicates the willingness to negotiate

to move forward, wait for their signal, and move

In this stage, the negotiation has not yet been finalized, and both parties may still be determining and dealing with various possibilities.openness so that it will be easier to consider different options and exchanges without having either party feeling tied down to a decision yet.

Identify agreeable trades and put together potential agreements. Make proposals that offer concessions. Have your trade package ready that you believe satisfies both sides of the table.

The closing portion of the negotiation process signals that you are solution and getting ready to close the final deal.

During this, you will agree on the details and confirm the agreement. Usually when you confirm the agreement, you will sign a legitimate contract.

closing a negotiation deal can also be shaking hands, or agreeing to

The final phase of the negotiation process deals with sustaining your terms of agreement.sustaining your agreement, you ensure that the commitment stays closed and each party adheres to what they promised. Make sure both renegotiate if need be. Here are some techniques to use in the negotiation process to ensure that both parties sustain their agreements:

Burning bridges: Ensure there is no way that either party will back out Golden handcuffs: Keep key people in the process around with delayed rewards. Involvement: Give each person who is important to the negotiation an important role. Reward alignment: Align the rewards with the desired behaviors or acti

to see take place. Rites of passage: Use formal rituals to confirm change is taking place.

These will differ depending on the type and form of negotiation that you are executing.

In this stage, the negotiation has not yet been finalized, and both parties may still be determining and dealing with various possibilities. It is important to keep a feeling of openness so that it will be easier to consider different options and exchanges without having either party feeling tied down to a decision yet.

Identify agreeable trades and put together potential agreements.Make proposals that offer concessions.

r trade package ready that you believe satisfies both sides of the table.

The closing portion of the negotiation process signals that you are moving towards a complete ady to close the final deal.

During this, you will agree on the details and confirm the agreement.Usually when you confirm the agreement, you will sign a legitimate contract.closing a negotiation deal can also be shaking hands, or agreeing to what has been said.

The final phase of the negotiation process deals with sustaining your terms of agreement.sustaining your agreement, you ensure that the commitment stays closed and each party

Make sure both parties keep their promises and are reHere are some techniques to use in the negotiation process to ensure

that both parties sustain their agreements:

Ensure there is no way that either party will back out of the negotiation.Keep key people in the process around with delayed rewards.

Give each person who is important to the negotiation an important role.Align the rewards with the desired behaviors or acti

Use formal rituals to confirm change is taking place.


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In this stage, the negotiation has not yet been finalized, and both parties may still be It is important to keep a feeling of

openness so that it will be easier to consider different options and exchanges without having

r trade package ready that you believe satisfies both sides of the table.

moving towards a complete

Usually when you confirm the agreement, you will sign a legitimate contract. However, what has been said.

The final phase of the negotiation process deals with sustaining your terms of agreement. In sustaining your agreement, you ensure that the commitment stays closed and each party

parties keep their promises and are ready to Here are some techniques to use in the negotiation process to ensure

of the negotiation.Keep key people in the process around with delayed rewards.

Give each person who is important to the negotiation an important role.Align the rewards with the desired behaviors or actions that you want


Do not let small problems escalate, deal with them as they arisenegotiate.

Present your arguments clearly, concisely, and with confidence to avoid any confusion or unnecessary conflict with the other party

Listen to others’ perspectives during th

Remain Calm during the process.or if things do not go your way.

Be aware of any verbal or non verbal communication cues that are demonstrated by the other party. Watch for body language and other non verbal signals between partners.

Try your best to remain sensitive to the needs and concerns of those who you are dealing with.

Always conduct negotiations with a diplomatic spirit.attempt to seek mutually beneficial agreements to keep both sides happy.

Focus on problem not on the people. If there is tension, look for ways to reduce it.

TIPS FOR SUCCESSFUL NEGOTIATIONS

blems escalate, deal with them as they arise. Early conflicts are easy to

Present your arguments clearly, concisely, and with confidence to avoid any confusion or unnecessary conflict with the other partyListen to others’ perspectives during the negotiation process. .

Remain Calm during the process. Avoid losing your temper if discussions become heated

Be aware of any verbal or non verbal communication cues that are demonstrated by the body language and other non verbal signals between partners.

Try your best to remain sensitive to the needs and concerns of those who you are dealing

Always conduct negotiations with a diplomatic spirit. Have your ultimate goal in mind, but to seek mutually beneficial agreements to keep both sides happy.

Focus on problem not on the people.If there is tension, look for ways to reduce it.


16 | P a g e

. Early conflicts are easy to

Present your arguments clearly, concisely, and with confidence to avoid any confusion or

Avoid losing your temper if discussions become heated

Be aware of any verbal or non verbal communication cues that are demonstrated by the body language and other non verbal signals between partners.

Try your best to remain sensitive to the needs and concerns of those who you are dealing

Have your ultimate goal in mind, but to seek mutually beneficial agreements to keep both sides happy.


Many people assume conflict lowers group and organizational performance, this assumption is

frequently incorrect. Conflict can be either constructive or destructive

group or unit. Level of conflict can be either to high or too low t

extreme hinders performance. An optimal level is one of that prevents stagnation, stimulates

creativity, allows tensions to released, an initiates the seeds of change without being

disruptive or preventing coordination of activiti

We can say that minimal level of conflict is actually necessary for group or team to improve

productivity here one thing should also be noted that always resolve conflict without being

aggressive for better negotiation so cap it all.

“Conflicts are una

CONCLUSION


frequently incorrect. Conflict can be either constructive or destructive to the functioning of a

group or unit. Level of conflict can be either to high or too low to be constructive. Either



disruptive or preventing coordination of activities.



aggressive for better negotiation so cap it all.

unavoidable but they can be resolved”

CONCLUSION

17 | P a g e


to the functioning of a

o be constructive. Either





voidable but they can be resolved”

18 | P a g e

BBooookkss aanndd JJoouurrnnaallss::

Hough, Handbook of Industrial and Organizational psychology, 2nd edition.

L. R. Pondy, “Organizational Conflict: Concepts and Models”, Administrative Science Quarterly (September 1967), p. 308.

Pinkley and Northcraft, “Conflict frames and References: Implications for Dispute Processes and Outcomes”, Academy of Managerial Journal (February 1994).

Stephen P. Robbins, Managing Organizational Conflict: A Nontraditional Approach, 1974.

WWeebb LLiinnkkss::

http://www.smallbusiness.chron.com

http://www.prenhall.com

http://www.slideshare.net

https://www.udemy.com/blog

REFERENCES