CONCEPTS RELATED WITH NEGOTIATION

Dra.Milagros Gastelumendi H.
2014



The objective is not to eliminate conflict but
to learn how to manage it, so the
destructive elements are controlled, while
the more productive aspect are enjoyed.
Negotiation, is a strategy for productively
managing conflict.

Functions and Benefit of Conflict:
Discussing conflict makes organizational
members more aware and able to cope with
problems.
Conflict, promises organizational change and
adaptation. Procedures, assigments,budget
allocations, and other organizational
practices are challenged.
Conflict strengthens relationships and
heightens morale. Employees can release
their tensions through discussion and
problem solving.

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 psycological
development, people become less egocentric
cause persons take other perspectives.
Conflict, can be stimulating and fun.Persons
feel aroused, involved, and alive in conflict
and it can be a welcome break from a
easygoing pace.
Conflict Management (5 major strategies
have been identified),
Contending: Parties who employ this
strategie mantain their own aspirations and
try to persuade the other party to yield.
Threats, punishment,intimidaton, and
unilateral action are consistent with a
contending approach.

Yielding (accommodating or obliging),
Involves, lowering ones aspirations to let
the other win.
Inaction,(also called avoiding) Actors show
little interest or concern in wether they
attain their own outcomes, nor the outcomes
of the othe party.(Party preferes to retreat).
Problem Solving,(collaborating and
integrating) Show high concern for attaining
their own outcomes, and high concern for
wether the other party outcomes,(2parties
win ).

Compromising, represents a moderate effort
to pursue ones own outcomes, and a
moderate effort to help the other party to
achieve it. This represents a valid strategy
approach to conflict.
Approaches by Other Parties:
Conflicts, can also be resolved in other
ways-either independant of the efforts of
the parties themselves or by seeking outside
assistance when the efforts of the parties
break down.
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 their
boss 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).
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 people
complaints. Many of this systems have been
institutionalized and legitimized into the
organizations rules, policies and procedures.
Strategy, in deal making is a directed plan. It
links overall goals with operational tactics.
Its the tool that gets the job done .
Its the 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.

Ways of thinking: Incremental versus
Strategic.
Incremental Thinking: The dealmaker begins
reactevily by reconizing an inmmediate
problem, wether opportunity or threat.The
dealmaker evaluate a tiny step, a variaty of
potential solutions. Acording to bounded
rationality, problems in the real world need
only be solved satisfactorily, not perfectly.

Strategic Thinking; dealmakers begin
proactively, by defining general goals and
setting specific objectives.The key here is
deal-making strengths and weaknesses in the
light of the opportunities and threats in a
search for competitive advantages.
What emerge from this dynamic, creative
process is a set of alternatives. Each is
evaluated for probable consecuences.
Strategic an Surprise.
Strategic Thinking must deal with surprise,
the unaticipated,must be anticipated; the
unforseen,seen, must be concerned with
radical change, discontinuity, sharp breaks
with the past, even violent twists.
Dealmakers must plan for the unplanned.
Scope of Strategy: Strategic Thinking works
for individuals as well as for companies.Ex.
Push for a better salary, a promotion, etc.
When Planning Strategy.
What to do first?
Devising the plan must come first. Where
do you want to go? And
How 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.