Negotiation and Conflict Management - Essay Example

Negotiation and Conflict Management: Effective Communication in Achieving Positive Outcomes in Conflict and/or Negotiation Contexts Name of Student Student Number Institution Course Code Name of Instructor Date of Submission Introduction Negotiation and conflict management involve a process that utilises the effectiveness of the communication aspect of the entire process to a large extent. Effective communication entails good negotiating skills and eventually results to effective conflict resolution in any given crisis. Conflicts in workplaces appear as facts in life with different individuals having diverse goals and needs that come into crisis. According to Cahn and Abigail (2007) the aspect of conflict refers to the state of opposition that arises between ideas and interests among individuals or groups of people. The resolution of any given conflict involves bringing to open issues of conflict and eventually coming up with a resolution to ease tension between two or more warring parties. Unresolved conflicts in any setting; whether at school or workplace may result to poor performance, non-cooperation, low self-esteem, sense of powerlessness and general behavioural difficulties. This essay looks into the aspect of communication and negotiation by evaluating the query “how can effective communication assist in achieving positive outcomes in conflict and/or negotiation contexts?” Effective Communication and Achieving Positive Outcomes in Conflict and/or Negotiation Contexts Conflict resolution is a key aspect in any negotiation and it is a process which is favoured by continuous communication (Cahn and Abigail 2007). Thus, effective and efficient communication forms a continuum of factors that are necessary to make a negotiation come into fruition. Conflict refers to the aspect of perceived incompatibilities that result typically from some form of interference or opposition (Iglesias and de Bengoa 2012). Negotiation processes involves discussion aimed at resolving certain conflicts or trying to achieve set goals. Managing a conflict involves coming up with strategies to correct the perceived difference by employing positive manner and ensure all parties involved are satisfied with the results (Hener 2010). Negotiation comes up as a task that is utilised in the conflict resolution process and involves engagement of effective communication to realise positive outcomes. Thus, this essay reflects on the aspect of effective communication to achieve positive outcomes in conflict and/or negotiation contexts. According to Balliet (2009), communication is vital within an organisational context to carry out various businesses in an efficient manner. Consequently, it is worth noting that there can be no organisational communication or system that exists with no conflicts. Conflicts are common in organisations and institutions due to varying opinions among individuals, as well as diverse interests and goals (Spaho 2013). Thus, communication is vital in this context with respect to conflicts arising as well as negotiation process. For positive outcomes of any given negotiations, effective communication strategies have to be applied. According to Wachs (2012, p. 255), for effective negotiations to suffice, effective interpersonal communication must be at the core of the process. Poor interpersonal communication can heighten dissatisfaction, abuse, and lack of forgiveness, lack of care, feeling of helplessness and seeking revenge after negotiations (Crossman, Bordia and Mills 2011). Thus, parties involved in a negotiation or conflict resolution process ought to employ effective interpersonal strategies of communication to achieve positive outcomes. Negotiations may take different forms like face-to-face process, email communications, through texts, calling via phone, teleconferencing and Skype (Lewcki, Barry and Saunders 2007); which form a conglomeration of virtual negotiations processes. Face-to-face processes are far much perceived efficient as they encourage enhancement of more disclosure, rapport and truthfulness. However, with increased technology, electronic communication processes have enhanced electronic negotiations to a new level (Budjack-Corvette 2007). Communication in negotiations and conflict resolution processes involve various aspects aimed at achieving facts to conclusively reach a consensus (DeMarr and De Janasz 2013). It is imperative to ensure effective communication is embraced in the process to ensure not only achieving the main goal of the process, but also to avert more conflicts in the proceedings. Engaging all parties and individuals participating in the process is a key aspect of ensuring that all issues at hand come into focus and are evaluated, interrogated and conclusions made (Watson 2006). During negotiations, asking questions is a positive way to indicate attentiveness to the other party. This is crucial as it enhances clarity putting all facts in the open for analysis by all parties involved to reach a concrete conclusion (Miles 2013; Folger 2009). However, the process of asking questions should be controlled and managed by the negotiator not to cut short during a conversation and appear to be raising controversies or hindrances to the communicator towards expressing effectively. Being straightforward and concise during negotiation is one sure way of being understood by all parties present during the negotiation process. However, it may appear difficult to discern straightforwardness from individuals, but according to Caner-Giner and Saorin-Iborra (2007), through integrative negotiations; questioning and self-disclosure brings out issues to open and full understanding. In context, through an integrative conversation where parties are enquired constantly and made to elaborate on certain issues, consistency of facts arising is evaluated and hence, truthfulness can be ascertained in the long run. Conducting a principled and integrative negotiation process ensures focus on open, clear and honest information exchange which calls for self-disclosure (Miles 2013). On the other hand, a competitive negotiation, also termed as distributive, tends to employ aggressive tactics that may even involve making demands, as well as issuing of threats. In an effective negotiation process, the resultant outcome ought to ensure the prevailing conflict is amicably settled through standard and acceptable strategies (Charlton 2004). Amid the fact that either of the warring parties may not be fully satisfied with the verdict, the resolutions should be observed by neutral parties and fair and transparent with respect to the case at hand. The negotiator and the observers are involved in the negotiation process offering necessary coordination and consequently directing whenever possible (Folger 2009). Their interests are majorly directed towards the contents that arise from discussing parties in the process and thus, they are expected to come up with critical resolutions. Keen interest is taken to observe both the verbal and non-verbal forms of communication. According to Lewicki, Barry and Saunders (2007), the two aspects in communication are vital in achieving negotiation goals, as well as resolving prevailing conflicts. The non-verbal forms of communication involve utilisation of eyes and face, arms and hands, legs, posture of the body, to, speed, pitch and emphasis of the voice (Igesias and de Bengoa 2012). These features can indicate positive or negative responses or adherence to the negotiation process. Thus, persons involved in the negotiation should address the subjects on the table through the negotiator, and concurrently ensure that they express truth and transparency even with gestures. A good example of negative aspect of communication is whereby an individual behaves with crossed arms, clenched fists, and squeezed burrows indicating rejection or disapproval of the on-going process (Lewcki, Barry and Saunders 2007, p. 137). Behaviours termed negative or non-cooperative in a conflict resolution or negotiation process by an individual expected to actively contribute eventually results to lack of certainty of positive outcomes. Hynes (2008, p. 238) opines that the behaviours of sitting at right angles and side by side portray cooperative feelings whereas, sitting opposite or far away from others shows a sense of competition and finally being very close to the other party appears threatening to the second party. Further, the negotiator ought to be observant of the ensuing circumstances and be able to monitor signs of conflicting arguments that may get out of hand like shouting (Crossman, Bordia and Mills 2011). This is aimed at ensuring that the communication process goes on in a controlled manner while at the same time ensuring the programed channel of negotiation is followed. Amid the fact that a negotiation process has been properly planned, the manner of conducting the communication process determines the overall outcome (Bolden 2005). Failure to control the communication process effectively would result to more conflicts or stalled negotiations. Communication should be used as a strategy to achieve negotiation goals of resolving the prevailing issues. It is the key tool to a successful mediation process which is carried out within the tenets set out by the negotiator as per the conflicts at hand (Ivancevich and Matteson 2002). Further, a negotiation process is imperative to ensure effective flow of the practices in order to ensure sanity and realisation of workable resolutions. According to Charlton (2004), utilisation of a laid out process for a given case session from the beginning enhances confidence in the participants that the mediator precisely get some clue on the content of their arguments. Work related issues are resolved by a tribunal comprising of the senior management and supervisory teams and the concerned parties (Hener 2010.). Nevertheless, it is worth noting that negotiators should not be bound by the process as it hinders creativity and flexibility. The parties involved together with the mediators should be in a position to conduct or partake in the mediation process in such a way as per the case at hand demands (DeMarr and De Janasz 2013). This ensures that the deliberations undertaken are in line with the aspects and facts being disputed to align every situation to come up with an appealing result. Effective communication involves critical thinking and in corroboration with a focussed leadership during a negotiation process, it results to understanding within the conflicting individuals or parties (Bolden, 2005). Decision making is an essential factor for leaders within a negotiation process in order to make orders that are neutral and addresses issues at hand. Of essence is the fact that, for communication to work out well, it has to be directed and controlled by a flexible negotiator who is the mediator in the process (Folger 2009). Mediation offers the opportunity to effectively bring the conflicting parties on the same ground and evaluate the cause or factors aggravating the situation. Effective mediation is characterised by mature judgement, excellent verbal and non-verbal communication skills, as well as effective leadership abilities (Hener 2010). During negotiation and mediation, a number of conflict strategies are utilised and involve avoidance or withdrawal; accommodation or acquiesce; competition or aggression; compromise or trade-offs and collaboration or mutual satisfaction (Cahn and Abigail, 2007: 81). The strategy utilised in conflict resolving is based upon the level of concern a person has for the given relationship with the other party, as well as in respect to their personal goal. Collaboration or mutual satisfaction is the most preferred strategy as it ensures integrative behaviours are employed to create a mutually satisfying agreement aimed at solving the problem once and for all (Balliet 2009). Comprehending the various styles of conducting a negotiation enhances the approach for the prevailing situation. Finally it is worth noting that negotiation is a skill that can be learnt effectively and everyone can pass well for a negotiator (Lewcki, Barry and Saunders 2007). Managing a communication channel ensures effective process within a negotiation and consequently allows all parties are accorded ample opportunity to raise their issues. Management communication has come into existence to enhance the communication abilities of probable leaders (Crossman Bordia and Mills 2011). By approaching a conflict as a cooperative effort in an organisation, professionals are able to restructure trust to enhance organisational relationships (Spaho, 2013). It is therefore necessary to comprehend the dynamics of negotiation and conflict resolution process in respect to leadership, power and management of a conflict. Conclusion In conclusion, it is imperative to note that conflicts are inevitable in workplaces with changes that are experienced. Conflicts have been viewed destructive in the past but nowadays are no longer ignored, and many organisations partake conflicts as opportunities to make positive outcomes. Through an engagement process incorporating effective communication skills and mediation, a negotiation process is enhanced. It therefore calls for significant input in set out negotiation processes to ensure realisation of set goals. The approaches undertaken to resolve any given crisis entails engaging individual with effective communication skills to control the process. Conflict management ensures that assertiveness and cooperation is realised in the organisation to enhance working relationships. This essay has clearly outlined the essence of effective communication in ensuring realisation of positive outcomes in negotiation and conflict resolution process. Reference List Balliet, D. 2009, Communication and Cooperation in Social Dilemmas: A Meta- Analytic Review, Journal Of Conflict Resolution, Vol. 54, no. 1, pp. 39-57. Bolden, R., 2005. The face of true leadership. European Business Forum. 21: 55-57. Budjack-Corvette, B. 2007, Conflict Management, Sydney: Pearson Prentice Hall. Cahn, D. and Abigail, R. 2007, Managing Conflict through Communication, 3rd ed. Pearson, NT. Charlton, R., 2004, Mediator’s Handbook: Skills and Strategies for Practitioners, pp. 3-10, 2nd ed. Sydney, Australia: Lawbook Co.; Wm W. Gaunt and Sons. Crossman, J., Bordia, S. and Mills, C., Business communication for the global age, pp. 138-164. North Ryde, N.S.W.: McGraw-Hill. DeMarr, B.J. and De Janasz, S.C., 2013. Negotiation and dispute resolution, pp. 26- 47. New York: Prentice Hall. 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