Negotiation in Conflict Management Process

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Table of Contents

Introduction
Description of group experience
Analysis of group experience
Conclusion
Reflections
Reference List

Introduction

Conflicts are inevitable in our daily lives. How conflicts are resolved result in positive or negative outcomes. Negotiation is one of the effective ways of solving conflict. This paper will discuss the relevance of negotiation to interpersonal skills, group process and or conflict management based on the group tutorial assignment.

Description of group experience

The group chose negotiation as one of the topics to analyze in conflict management process. Fiske and Clark (2011) describe negotiation as an art practiced during conflict and aims at resolving the issues by achieving solutions that the involved parties can contend with. The group concurred with the description of negotiation provided by Fiske and Clark (2011).

The four group members, Dallas, Peterson, Jane and Johnson (not their real names), comprehended that conflicts may strengthen or weaken relationships. Jordan and Troth (2009, p. 196) mention that different people react to conflict differently. Some become angry, others shy away, some dened, while others show emotions.

If such conflicts go unresolved, tension builds up and may result in complex conflicts. Conflicts occur between parents, children, workmates, students and friends. Conflicts often occur because of incompatible interests, sharing of authority or power and, selfishness. Negotiations can serve involved parties interests if some principles of negotiations are observed.

Negotiation in conflict management involves effective communication. The parties involved should take turns to speak, listen to others and ensure they understand what the other parties’ ideas are. Jehn (1995, p. 256) notes that accusative words should be avoided.

The group discussed the importance of choosing a convenient time and place for those in conflict. Respect for existing relationships as well as each other’s values and norms which should be upheld. Parties should be aware of separating individual problems from common concerns.

Another important principle in negotiation is identifying the main problem. Parties in the conflict state their concern to each other. Then a variety of possible solutions is presented. The presented solutions should be enlightened by the prevailing problems and be considerate of all parties in conflict.

After engaging in meaningful conversations, the parties can choose to come up to a consensus. Emotions and bitterness are avoided. This may result in understanding, where one of the parties abandons own interest for the common benefit. All parties should abide by the agreement in negotiations. Maintaining a good relationship among the parties makes the negotiations successful (Janasz et al, 2012).

Analysis of group experience

The analysis of group experience includes literature review on negotiation and practical skills recommended by various scholars. Conflict theory as discussed in the group highlights causes and ways of managing conflicts when they occur. Huang (2010, p. 334) analyzes relationship conflict and task conflict.

Team performance can be related with the ability to manage conflict by negotiation. All members of a team in negotiation should recognize the relationship and be willing to make the team a success. The team members contribute to the negotiation process and bring to light all relevant problems.

Goals, values, customs, and points of view of the team members are respected. Individual issues are not included to the common problems. Everyone shows commitment and respects the ultimate solution of the group.

According to Oberschall (2010, p. 176), human beings are prone to conflict. Conflicts are different and depend on the level of interaction of the parties, the prevailing situation, and past experiences. Doucet et al (2009, p. 340) indicate that conflicts can be managed with good leadership skills. Good leadership skills involve negotiation capabilities within the individual. A good leader can provide direction for the team to minimize conflicts.

Negotiation can affect the management of a conflict positively. Lu et al (2009, p. 131) found out that organizations have considered conflict as a negative norm. Negative effects of conflict include destroyed relationships and poor performance at work. Conflicts cause distraction and interfere with motivation in a team.

Conflicts have been found to have positive results such as innovativeness and exchange of useful knowledge. Conflicts that concern relationships give negative results, while conflicts concerning work give a positive effect. Being prepared for negotiations, depending on the nature of the conflict, requires proper preparation. This includes sharing information by adopting a team charter statement.

Developing common goals and common interests minimizes the chances of engaging in conflict. Common goals and objectives make negotiations meaningful and lead to a successful conflict management. In a group conflict management, the team can adopt a charter statement. This statement makes the team adjust individual goals with the team’s goals, as well as the entire organizations goals (Susan Herbert Consulting, 2010).

The quality of negotiation skills can be improved. Being emotional interferes with the ability of resolving conflict as Jordan and Troth (2009, p. 195) say. Groups that engage in emotional negotiations are less productive than if they were performing individual work.

Consequently, an individual’s ability to deal with emotion affects the ability to negotiate during a conflict. Therefore, emotional issues should not be ignored during conflict resolution.

Encouraging good relationships is significant in an organization. The organization can reward employees who maintain long relationships as Lu et al (2009, p. 146) suggest. Moreover, an organization can maintain a good environment that encourage sharing of knowledge and innovativeness. This will prepare the team to manage conflicts by negotiating and not becoming emotional.

Successful negotiations encourage growth of relationships and excellent performance of both the individual and the group. Jehn (1995, p. 256) notes that conflict resolution that embraces negotiations leads to success.

Better decision making, improved approach to challenges within the organization, and attainment of growth are some of the benefits of conflict resolution using negotiations. Conflicts introduce diversity, which can have a positive impact in the profitability of an organization. Additionally, conflict may result in change which is inevitable and for the benefit of the majority.

Conclusion

Negotiation is an effective method of solving conflicts. it involves communication where people should speak, listen and understand each other in an orderly way. Those involved in negotiation respect each other’s perspectives and values. The main problems are laid out and all possible solutions that are considerate are reviewed. One of the solutions is agreed on and adopted by the parties.

Conflicts can cause poor performance and destroy relationships if not well managed. Well managed conflicts can lead to productivity, knowledge sharing, and innovativeness. Development of common goals (such as a team charter statement) is an effective way of preparing for conflict management. Rewarding and encouraging good relationships will lead to growth of the company.

Reflections

Getting the opportunity to learn and experience negotiation at an interpersonal and group interaction is very important. Quality negotiation skills can be used in appropriate situation in future to resolve conflicts. Negotiation enhances building of relationships and maintaining relationships for long.

Reference List

Doucet, O., Poitras, J., & Chênevert, D. 2009, The impacts of leadership on workplace conflicts, International Journal of Conflict Management, 20, 4, 340 – 354.

Fiske, C. & Clark, A. 2011, Human Development and Family Studies Extension, Human Relations.

Huang, C. 2010, Unbundling task conflict and relationship conflict: The moderating role of team goal orientation and conflict management, International Journal of Conflict Management, 21, 3, 334 – 355.

Janasz, C., Dowd, O. & Schneider, Z. 2012, Interpersonal skills in organizations, New York, Mc-Graw-Hill Irwin.

Jehn, A. 1995, A Multimethod of Examination of the Benefits and Detriments of Intragroup Conflict, Administrative Science Quarterly, 40, 256-282.

Jordan, J. & Troth, C. 2009, Managing Emotions During Team Problem solving: Emotion Intelligence and Conflict Resolution, Human Performance 17, 2, 195-218.

Lu, L., Zhou, F., & Leung, F. 2009, Effects of task and relationship conflicts on individual work behaviors, International Journal of Conflict, 22, 2, 131- 150.

Oberschall, A. 2010, Conflict theory. Web.

Susan Herbert Consulting 2010, How to develop a team charter. Web.

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