How Can Negotiation Tactics Be Used To Resolve Interpersonal Conflicts? - Essay Sample

Introduction

Negotiation can be defined as a conversation between two or more parties whose purpose is to reach an agreement, to solve an existing conflict or to produce an advantage out of the discussion. Its use may also be to reach an agreement about the action to be taken on a matter or to bargain for self or group advantage based on the interests of the parties (Ksenija Culo & Vladimir, 2012). The goal of every person in a negotiation process is basically to gain the upper hand for themselves by the end of the process.

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A negotiator's goal orientation may either be individualistic, competitive or cooperative. It is individualistic if the party is indifferent about the other party's interests. A party is competitive when they want to win; the goal is to at least get more out of the negotiation than the other party. The approach is cooperative if the parties are willing to consider the other's interests and reduce the difference between each party's benefits over the other.

According to Urry, Brett, and Goldenberg, Negotiators use either of following three approaches in any negotiation, that is Interests, Rights and Power Model of disputing (Urry, Brett, & Goldberg, 1988). In the exciting approach, parties seek to acknowledge their differing interests and concerns to cater to each party the essential needs.

The Rights Approach focusses on ensuring the parties apply fairness. The factors looked at including the legal provisions, the terms of contract and expectations that arise from norms. For example, an employee who is negotiating for a pay rise uses the rights approach by presenting provisions under the minimum wage policies, stating their rights under the Law and the expectations that come from previous employment.Negotiators who use the power model depend on using their status, threats, rank, and intimidation to have their way (Thompson, 2009).

The Negotiation process is divided into four stages. The first stage is the preparation stage whereby each party needs to express their thoughts clearly to the other. This stage involves a person getting clear on the issues of negotiation, their position, and interests regarding the problem and the possible solutions to it, having done enough research on the matters in question. The second stage involves the exchange of information between the parties. At this stage, parties exchange information as clearly as they can to ensure that the other party understands. Questions are asked and clarifications made to ensure both parties are on the same page. The third and most important of the stages is the bargaining stage. In this stage, the parties go back and forth as they make a case for their positions. They may use their rights, interests, or power based model of disputing. Both parties have to learn to compromise to reach common ground (Calum, 2012).

Bargaining outcomes are as a result of power plays between the parties. They cannot be as a result of a single effort. They usually are not the result of an individual attempt. Before merging of interests is achieved, a lot of work is done as persuasion is not a natural process (Bertram, 1977). The final stage is the closing and commitment stage whereby both parties make any necessary adjustments to the deal and commit to keeping their part of the bargain. It is imperative to decide which style of negotiation to use to resolve the conflict before proceeding to negotiate. The choice is usually based on the personal interests of each party.

The first style is known as the Compete-(I win- You Lose) Style. The technique involves a party using every means possible to protect their interests. The parties do not care whether the other party suffers or not. They may use their position, influence, personality, market share, economic threats, and other factors to get their way. This style is used when you need results quickly, or when something is non-negotiable. Also in a home setting, a parent may make a statement such as ''you have to clean your room, or you won't get your allowance''. The parent is using his position and issuing a threat because they want results quickly.

The second style of negotiation is the Accommodate - (I lose- You win) approach. This style involves just giving in to the other party's position without much of a fight. This is likely to be applicable where one party is stronger than the other. For example, when a dominant player in the market is negotiating with a smaller player in the same market, the smaller player is likely to use the Accommodate method of negotiation rather than the competitors, the reason being that the Dominant player is in a position of putting the smaller player out of the market. Similarly, take an example in a High School setting. A student's interest is to remain in the football team to play in the finals. On the other hand, his Literature teacher is concerned about his grades which are deteriorating. The student will use the accommodate (I Lose -You win ) approach in agreeing to re-do an assignment or to take tuition classes as the teacher(who is in a position of power) can have him expelled from the football team for poor grades.

The other tactic in negotiation is the Avoid (I lose- You lose) approach. The style is also referred to as the passive aggressive method. It is characterized by avoidance of discussion of the issues by the parties and instead a party may focus on what to do to revenge against the other party without their knowledge. It is used when there has been an attempt at negotiation, but the issues surrounding the issues become too emotive for an objective conversation. In such a case, it is wise to avoid negotiation. For example, when a husband and wife are negotiating on how which College to take their child. The mother is interested in a college near home, and the father is more concerned about the best college which is out of the state they live. The matter may raise emotions, and the two find each other shouting. The method to use now is the avoid method so that they both calm down. They can also decide to have their son decide on the issue.

The Compromise (I lose/Win some- You Lose/ Winsome) approach is probably the most used method. It involves parties agreeing to meet halfway. That means every party loses something but has some gain. The technique reduces the severing of relationships. In this case, a party should ensure that they do not compromise on things they need to have. The last style is the Collaborate (I win-You win) approach which concentrates on providing that the needs of both parties are met. This style goes deep into using innovative ideas to bring about a better solution to the issue. It involves investing more time and value to try and work out a commitment where both parties are satisfied. It has been shown that where both negotiators are cooperative, they are more effective and likely to expand the pie. For example, imagine two friends have their birth date on the same day, and they can't agree on how to divide their mutual friends. A collaborative approach of negotiating would be to have a big party for both of them where all their friends and family are invited, and both parties are satisfied. They could agree on how to ensure their color themes are taken care of in the venue.

Conclusion

In conclusion, each negotiation case is always different. It is a mixture of personality, perception, expectation, and persuasion. Persuasion by itself is not enough to lead to a successful negotiation. Successful negotiations require effective communication plays a key role. Successful negotiation also demands appreciating other parties' values, beliefs, education, ethnicity, or perspective.

Additionally a party is required to exercise emotional intelligence to read the other party's emotions. Emotional intelligence is also key to discovering when to change their style of negotiation, either from an aggressive position to a more compromising nature. A good negotiator should be a good listener, as they can discover specific issues and ask questions that may assist them in negotiation (Ksenija Culo & Vladimir, 2012).

References

Bertram, I. S. (1977). Negotiation as a Psychological Process. Journal of Conflict Resolution, 607-617.

Calum, C. (2012, January 23). www.negotiations.com. Retrieved from www.negotiations.com.: http://www.negotiations.com.

Ksenija Culo, & Vladimir, S. (2012). Communication in the Process of Negotiation. Informatol, 323-327.

Thompson, L. L. (2009). The Mind and Heart of the Negotiators. New Jersey: Pearson Education Inc.

Urry, W. L., Brett, J. M., & Goldberg, S. B. (1988). Getting Disputes Resolved: Designing Systems to Cut Costs of Conflict. San Fransisco: Jossey-Bass.