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Essay on negotiation and mediation
Managing conflict and negotiation
Mediation and communication
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As negotiations proceed, Parties sometimes reach an impasse -- often not due to overt conflict, but rather due to resistance to workable solutions or simply exhaustion of creativity. While the impasse might signal that the dispute is unresolvable in mediation, the mediator may believe that a workable agreement is still possible. Below are some techniques to get negotiations moving.
Always remember: The goal isn 't to overcome impasse per se, but to help the Parties analyze and negotiate constructively. The Parties are free to stick with a position -- there may be a legitimate reason for impasse, and it 's not your job to pressure the Parties into a settlement!
1. Take a break. Often, things have a way of looking different when you return.
2. Ask the Parties if they agree to set
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Ask the Parties to explain their perspectives on why they appear to be at an impasse. Sometimes, the Parties need to feel and focus consciously on their deadlock.
4. Ask the Parties, "what would you like to do next?" and pause expectantly. Or, say "frankly, it looks like we 're really stuck on this issue. What do you think we should do?" These questions help the Parties actively share the burden of the impasse.
5. Ask each Party to describe his/her fears (but don 't appear condescending and don 't make them defensive).
6. Try a global summary of both Parties ' sides and what they 've said so far, "telescoping" the case so that the Parties can see the part they 're stuck on in overall context. Sometimes, the impasse issue will then seem less important.
7. Restate all the areas they have agreed to so far, praise them for their work and accomplishments, and validate that they 've come a long way. Then, ask something like: "do you want to let all that get away from you?"
8. Ask the Parties to focus on the ideal future; for example, ask each: "where would you like to be [concerning the matter in impasse] a year from now?" Follow the answers with questions about how they might get
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New
There are many tactics that both sides can and do use to try and get the other side to yield first, when negotiations are under way. Uni...
Many situations present the important synchronization of internal versus external negotiations. Many individuals have studied how each side in the negotiation is able to manage the internal opposition to agreements being negotiated. This can also be known as “on the table”, or what exactly is on the line in a heated argument. Each individual involve in an argument has a particular position to be managed, and often times own personal interests are widely expressed. This paper will expand upon the case of Fischer collecting needed funds from Smith with proposals and ideas for a manageable negotiation.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369
However this negotiation was totally different from the other ones as our goals were completely different. My counterpart was looking for fund for his boss' campaign whereas I was looking for a buyer for my dam projects. In such a case it's difficult to negotiate as we are not looking for the same things. Thus, we need to communicate effectively to understand the other part will and then be creative in order to offer the best solution regarding both parties interests.
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Keep in mind that conflict can be a good thing by providing a time of reflection for what is truly the best decision. If using professional communication techniques, a compromise can be made.
Communication is a very effective way of get things resolved. What we do at my work place, all staff have weekly meetings about positive and negative situations that have been encountered during the week. I find this very helpful because concerns or new ideas are brought. And we move al move along in the same page.
The first method of principled negotiation is to separate the people from the problem. Although it seems to be quite a simple process, I found a major question came to mind: “What if the people are the problem?”. Being a teenager, I know that sometimes the only reason for conflict is emotions and feelings. A person feels they have been wronged, the other disagrees, and separating the people from the problem becomes virtually impossible. Getting to Yes briefly proposes some solutions to emotion, such as recognizing both side’s emotions, making emotions explicit and acknowledging them as legitimate, allowing the other side to let off steam, not reacting to emotional outbursts, and using symbolic gestures . Again, I found these guidelines to be oversimplified and completely void of the fact that human’s are inapt to simply putting their feelings aside. Also...
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
As mentioned in Part 1, I would recommend seeking to incorporate different possible course of actions as a way to expand the pie. This will not only help to satisfy the parties involved, but it will maintain the relations, create value, and build trust. Consequently, stepping away from a tough negotiation style can equally be beneficial to meeting these ends, especially if some concession is made by both parties. I would also recommend to steer away from using threats (e.g. making Joe quit). This may cause for the relationship to no be maintained.
...w to apply these tactics into practice. Understanding the meaning of each tactics is just the first stage, flexibility in the use of appropriate tactics in future issues is more important. Besides, I need to make a detailed plan before the negotiation. Firstly, analyzing the interests, perspectives and weak points of the opposite side and selecting suitable tactics. Secondly, preparing several response strategies will help me to control the situations. Thirdly, setting the minimum level what I can agree on the issue is also essential part of negotiation.
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)
By acting within the presence of the negotiation I will better be able to recognize when the negotiation is wandering or not allowing for off-track issues to cloud the main points needing settled. Keeping the negotiation centered and focused. It will be important for me to monitor how I interact with the other party and to “size-up” how the party reacts and responds. It is necessary for me to keep the context of the conversation relevant by paying close attention to how others are reacting and shape my responses accordingly. Respectfully listening, then taking a moment to formulate my best
patience, prepare options for mutual gain and use the power of the draft. Last but not least, listening is also the most