concepts related with negotiation

8/12/2019 Concepts Related With Negotiation.

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CONCEPTS RELATED WITH NEGOTIATION

Dra.Milagros Gastelumendi H.

2014


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The objective is not to eliminate conflict but

to learn how to manage it, so thedestructive elements are controlled, while

the more productive aspect are enjoyed.

Negotiation, is a strategy for productively

managing conflict.


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Functions and Benefit of Conflict:

Discussing conflict makes organizationalmembers more aware and able to cope withproblems.

Conflict,promises organizational change andadaptation. Procedures, assigments,budgetallocations, and other organizationalpractices are challenged.

Conflict strengthens relationships andheightens morale. Employees can releasetheir tensions through discussion andproblem solving.


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Conflict,promotes awareness of self and

others. Through conflict, people learn what

makes them angry, frustrasted,frightened

and also what is important to them.Conflict,enhances personal development.

Managers find out how their style affect their

subordinates through conflict.

Conflict, encourages psycologicaldevelopment, people become less egocentric

cause persons take other perspectives.


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Conflict, can be stimulating and fun.Personsfeel aroused, involved, and alive in conflictand it can be a welcome break from aeasygoing pace.

Conflict Management (5 major strategieshave been identified),

Contending: Parties who employ thisstrategie mantain their own aspirations and

try to persuade the other party to yield.Threats, punishment,intimidaton, andunilateral action are consistent with acontending approach.


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Yielding (accommodating or obliging),Involves, lowering onesaspirations to letthe other win.

Inaction,(also called avoiding) Actors showlittle interest or concern in wether theyattain their own outcomes, nor the outcomesof the othe party.(Party preferes to retreat).

Problem Solving,(collaborating and

integrating) Show high concern for attainingtheir own outcomes, and high concern forwether the other party outcomes,(2partieswin ).


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Compromising, represents a moderate effort

to pursue onesown outcomes, and a

moderate effort to help the other party to

achieve it. This represents a valid strategyapproach to conflict.

Approaches by Other Parties:

Conflicts, can also be resolved in other

ways-either independant of the efforts ofthe parties themselves or by seeking outside

assistance when the efforts of the parties

break down.


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Third parties:When the parties cannot

resolve a dispute on their own, their may

involve a third partie. Ex: Two managers who

disagree about a policy issue might ask theirboss to help them determine the appropriate

thing to do. Ex:A parent, who hears two

children arguing, over which TV program to

watch, might intervene quickly before the

conflict escalates to a physical

confrontation.(labor relations).


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Conflict Management Systems: Conflicts can also

be handled by taking them to an Institution to

hear and resolves disputes.

The Civil Court System is the most common and

visible system to handling conflict in our society.

Ex:

The Chamber of Commerce, Notaries,

Organizations (Mediaton Centers - Conciliacion),

provide neutral third parties to listen peoplecomplaints. Many of this systems have been

institutionalized and legitimized into the

organizations rules, policies and procedures.


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Strategy, in deal making is a directed plan. It

links overall goals with operational tactics.

Itsthe tool that gets the job done .

Itsthe search for competitive advantage. Assesing mutual strengths and weaknesses is

the key to devising the best dealmaking.

Creativity promote strategies formulation.

Consistency directs strategy evaluation.

Structure controls strategy implementation.


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Ways of thinking: Incremental versus

Strategic.

Incremental Thinking: The dealmaker begins

reactevilyby reconizing an inmmediateproblem, wether opportunity or threat.The

dealmaker evaluate a tiny step, a variaty of

potential solutions. Acording to bounded

rationality, problems in the real world needonly be solved satisfactorily, not perfectly.


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Strategic Thinking; dealmakers begin

proactively, by defining general goals and

setting specific objectives.The key here isdeal-making strengths and weaknesses in the

light of the opportunities and threats in a

search for competitive advantages.

What emerge from this dynamic, creativeprocess is a set of alternatives. Each is

evaluated for probable consecuences.


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Strategic an Surprise.

Strategic Thinking must deal with surprise,

the unaticipated,must be anticipated; the

unforseen,seen, must be concerned withradical change, discontinuity, sharp breaks

with the past, even violent twists.

Dealmakers must plan for the unplanned.

Scope of Strategy: Strategic Thinking worksfor individuals as well as for companies.Ex.

Push for a better salary, a promotion, etc.


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When Planning Strategy.

What to do first?

Devising the plan must come first. Where

do you want to go? AndHow will each step of the process will help

you there?

After each step of the deal, try to

reconstruct your objectives.

Negotiating deals is a continuous series of

course corrections and target shifts.

concepts related with negotiation

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