Negotiation skills: Negotiate and resolve conflict

Start Date: 05/31/2020

Course Type: Common Course

Course Link:

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About Course

Modern organisations are characterised by increasingly higher levels of uncertainty, complexity and diversity. In our current globalised work environment, how can you manage the power and politics that persistently influence organisational decision-making? Being savvy about organisational politics and having the nous to negotiate and resolve conflict is a critical capability for managers at all levels. This course will develop your negotiation and conflict resolution skills – crucial to becoming a positive influence in your organisation. Via structured learning activities (video lectures, quizzes, discussion prompts and written assessments) you will conceptualise and measure power and politics; analyse and develop strategies for influencing stakeholders; and learn how to act with integrity and purpose when ‘playing politics’.

Course Syllabus

Resolving conflicts and negotiating agreements in the new world of work
Theories of conflict, pathways to resolution
Building and using a skillset: Moving from ‘knowing to doing’
The three negotiations: Content, process, and relationship
When context matters: negotiating across a cultural divide
Coping with complexity: From multi-party negotiation to conflict transformation

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Course Introduction

Negotiation skills: Negotiate and resolve conflict Negotiation skills: Negotiate and resolve conflict Negotiating is a key component of good negotiation. A negotiation partner can provide many different types of information, and negotiating skills can provide a toolbox for dealing with almost any type of negotiation. In this course, we look at common situations in which negotiation skills may be useful. We develop realistic scenarios and look at how negotiation skills may help in resolving conflict. We also look at different types of negotiations, including those that are physical, electronic, and behavioral. We also look at how negotiation skills might help in building a long-term negotiation plan. By the end of this course, you will be able to explain your position and influence effectively, and use your negotiation skills to reach an agreement or a strike-balance. You will also be able to predict, influence, and resolve common obstacles to effective negotiation. Upon completing this course, you will be able to: 1. Negotiate effectively, and use negotiation skills to reach an agreement or a strike-balance 2. Negotiate and influence effectively, and use negotiation skills to reach an agreement or a strike-balance 3. Negotiate and resolve common obstacles to effective negotiation, and predict and influence common negotiations 4. Negotiate and resolve common disputes and disagreements, and

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Article Example
Negotiation Communication is a key element of negotiation. Effective negotiation requires that participants effectively convey and interpret information. Participants in a negotiation communicate information not only verbally but non-verbally through body language and gestures. By understanding how nonverbal communication works, a negotiator is better equipped to interpret the information other participants are leaking non-verbally while keeping secret those things that would inhibit his/her ability to negotiate.
Negotiation People negotiate daily, often without considering it a negotiation. Negotiation occurs in organizations, including businesses, non-profits, and within and between governments as well as in sales and legal proceedings, and in personal situations such as marriage, divorce, parenting, etc. Professional negotiators are often specialized, such as union negotiators, leverage buyout negotiators, peace negotiator, or hostage negotiators. They may also work under other titles, such as diplomats, legislators, or brokers.
Negotiation When a party pretends to negotiate, but secretly has no intention of compromising, the party is considered negotiating in bad faith. Bad faith is a concept in negotiation theory whereby parties pretend to reason to reach settlement, but have no intention to do so, for example, one political party may pretend to negotiate, with no intention to compromise, for political effect.
Program on Negotiation The Program on Negotiation is responsible for multiple publications, including books, special reports, the "Negotiation Briefings" newsletter and the quarterly "Negotiation Journal", a multidisciplinary international journal published by Wiley-Blackwell detailing the latest advances in the field. PON also regularly produces free reports that are available through their website, such as: "Teaching Negotiation: Understanding The Impact Of Role-Play Simulations", "Business Negotiation Strategies: How to Negotiate Better Business Deals", "Negotiation Skills: Negotiation Strategies and Negotiation Techniques to Help You Become a Better Negotiator", "Dealmaking: Secrets of Successful Dealmaking in Business Negotiations", "Negotiation Strategies for Women: Secrets to Success", "Dealing with Difficult People", "BATNA Basics: Boost Your Power at the Bargaining Table", "Sally Soprano: Role-Play Simulation", "Harborco: Role-Play Simulation", and "Win-Win or Hardball: Learn Top Strategies from Sports Contract Negotiations". All of PONs publications including books, case studies, and DVDs can be obtained through the PON Clearinghouse.
Negotiation Intuitively, this may feel like a cooperative approach. However, though a team may aim to negotiate in a cooperative or collaborative nature, the outcome may be less successful than is possible, especially when integration is possible. Integrative potential is possible when different negotiation issues are of different importance to each team member. Integrative potential is often missed due to the lack of awareness of each member's interests and preferences. Ultimately, this leads to a poorer negotiation result.
Negotiation Kenneth W. Thomas identified five styles or responses to negotiation. These five strategies have been frequently described in the literature and are based on the dual-concern model. The dual concern model of conflict resolution is a perspective that assumes individuals' preferred method of dealing with conflict is based on two themes or dimensions
Face negotiation theory More specifically, intercultural conflict training revolves around international business negotiation, intercultural conflict mediation, managing intercultural miscommunication, and developing intercultural conflict competencies. Adapting Face-Negotiation Theory, and also in combination with various communication researches such as Critical Incident, Intergroup Negotiation Simulation etc., Ting-Toomey designed a detailed three-day training session. Agenda outline, along with in class activities, lecture themes, and exercises, is provided in her design as well.
Conflict resolution Conflict resolution is conceptualized as the methods and processes involved in facilitating the peaceful ending of conflict and retribution. Committed group members attempt to resolve group conflicts by actively communicating information about their conflicting motives or ideologies to the rest of the group (e.g., intentions; reasons for holding certain beliefs), and by engaging in collective negotiation. Dimensions of resolution typically parallel the dimensions of conflict in the way the conflict is processed. Cognitive resolution is the way disputants understand and view the conflict, with beliefs and perspectives and understandings and attitudes. Emotional resolution is in the way disputants feel about a conflict, the emotional energy. Behavioral resolution is how one thinks the disputants act, their behavior. Ultimately, a wide range of methods and procedures for addressing conflict exist, including negotiation, mediation, mediation-arbitration, diplomacy, and creative peacebuilding.
Negotiation One view of negotiation involves three basic elements: "process", "behavior" and "substance". The process refers to how the parties negotiate: the context of the negotiations, the parties to the negotiations, the tactics used by the parties, and the sequence and stages in which all of these play out. Behavior refers to the relationships among these parties, the communication between them and the styles they adopt. The substance refers to what the parties negotiate over: the agenda, the issues (positions and – more helpfully – interests), the options, and the agreement(s) reached at the end.
Harvard Negotiation Project The Harvard Negotiation Project is a project created at Harvard University which deals with issues of negotiations and conflict resolution.
You Can Negotiate Anything You Can Negotiate Anything is a self-help book on negotiation by Herb Cohen. Cohen used story-telling to help explain the various concepts and strategies behind the art of negotiation. The 1982 book spent nine months on the New York Times bestseller list.
Negotiation Distributive negotiation is also sometimes called positional or hard-bargaining negotiation and attempts to distribute a "fixed pie" of benefits. Distributive negotiation operates under zero sum conditions and implies that any gain one party makes is at the expense of the other and vice versa. For this reason, distributive negotiation is also sometimes called "win-lose" because of the assumption that one person's gain results in another person's loss. Distributive negotiation examples include haggling prices on an open market, including the negotiation of the price of a car or a home.
Tristan Loo Tristan J. Loo is an American life management consultant, trainer and author. He is best known as the author of "Street Negotiation: How to Resolve Any Conflict Anytime." Loo has helped build the foundation for community-oriented alternative dispute resolution in the United States by increasing public awareness about the benefits of managing conflict and creating peace through mediation and interpersonal communication skills.
Negotiation Negotiation theorists generally distinguish between two types of negotiation. Different theorists use different labels for the two general types and distinguish them in different ways.
Negotiation Integrative negotiation is also called interest-based, merit-based, or principled negotiation. It is a set of techniques that attempts to improve the quality and likelihood of negotiated agreement by taking advantage of the fact that different parties value various outcomes differently. While distributive negotiation assumes there is a fixed amount of value (a "fixed pie") to be divided between the parties, integrative negotiation often attempts to create value in the course of the negotiation ("expand the pie").
Negotiation It is aimed to resolve points of difference, to gain advantage for an individual or collective, or to craft outcomes to satisfy various interests. It is often conducted by putting forward a position and making small concessions to achieve an agreement. The degree to which the negotiating parties trust each other to implement the negotiated solution is a major factor in determining whether negotiations are successful. In many cases, negotiation is not a zero-sum game, allowing for cooperation to improve the results of the negotiation.
Negotiation Negotiation can take a wide variety of forms, from a trained negotiator acting on behalf of a particular organization or position in a formal setting to an informal negotiation between friends. Negotiation can be contrasted with mediation, where a neutral third party listens to each side's arguments and attempts to help craft an agreement between the parties. It can also be compared with arbitration, which resembles a legal proceeding. In arbitration, both sides make an argument as to the merits of their case and the arbitrator decides the outcome. This negotiation is also sometimes called positional or hard-bargaining negotiation.
Leverage (negotiation) In negotiation, leverage is the power that one side of a negotiation has to influence the other side to move closer to their negotiating position. A party's leverage is based on its ability to award benefits or impose costs on the other side. Leverage has been described as "negotiation's prime mover," indicating its important role in bargaining and negotiation situations. Individuals with strong leverage can sometimes overcome weak negotiating skills, whereas those with poor leverage have a reduced likelihood of being successful even if they have strong negotiating skills.
Negotiation theory Bad faith is a concept in negotiation theory whereby parties pretend to reason to reach settlement, but have no intention to do so, for example, one political party may pretend to negotiate, with no intention to compromise, for political effect.
Negotiation Due to globalization and growing business trends, negotiation in the form of teams is becoming widely adopted. Teams can effectively collaborate to break down a complex negotiation. There is more knowledge and wisdom dispersed in a team than in a single mind. Writing, listening, and talking, are specific roles team members must satisfy. The capacity base of a team reduces the amount of blunder, and increases familiarity in a negotiation.