Crossing Boundaries of Communication Towards Effective Conflict Negotiation

8/22/2019 Crossing Boundaries of Communication Towards Effective Conflict Negotiation

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Communication - Crossing barriers towards conflict negotiation

Introduction

Understanding Conflict, Communication and Negotiation

Given the increasing interdependence between persons, groups,and organizations in contemporary society, the effective managementof conflict has become an increasingly salient issue. If we begin withthe notion that conflict negotiation is just one of many states in arelationship, we have a better theory about conflict and how to dealwith it. All of us have a common understanding of conflict. It involvesan individual or group actively opposing anothers values or goals.

Kolbert (1992) defined conflict as a characteristic of humanexistence. It is part of the dynamic of life that drives us into the future.But it needs to be managed constructively. When associated withviolence, destruction and killing, it is no longer a healthy part of living.Violent conflict solves few problems, creates many, and breeds moreunhealthy conflict to come. Conflict has characteristics of its own, andit is possible to analyze its structure and behavior. When conflict isunderstood, it's easier to find ways to predict it, prevent it, transformit, and resolve it. Graydon (2003) noted that in understanding theconflict there must have an effective communication between partiesacts as a vehicle for conveying and thereby affecting others motivesunderlying behavior.

According to U.S. Army (1983), communication is the exchangeand flow of information and ideas from one person to another; itinvolves a sender transmitting an idea, information, or feeling to areceiver Effectivecommunication occurs only if the receiverunderstands the exact information or idea that the sender intended totransmit. Many of the problems that occur in an organization are(Mistry, Jaggers, Lodge, Alton, Mericle, Frush, Meliones, 2008).Mccarthy (2002) underscored that good communication methods candissipate a misunderstanding or disagreement and bring new facts tolight, as well as give all parties the opportunity to voice their concernsand ideas for alternative resolutions and or negotiations.

Negotiation on the other note is among the most frequentlyutilized modes of conflict resolution. Negotiation strategies are

generally categorized as being either distributive or integrative.Research has shown that these differing approaches to negotiationfrequently lead to vastly different behavioral and attitudinal outcomes.Cognitive explanations alone do not enable persons to fullycomprehend norinteralize these distinctly different approaches tonegotiation. Therefore, there exists a need to develop and utilize


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negotiation simulations to meet these objectives (Lyle Stuart 1980).Conflict negotiation is a back-and-forth communication processdesigned to anticipate, contain, and resolve disputes so that partieswith some shared and some opposing interests can reach mutuallyacceptable solutions. Conflict negotiation refers to a voluntary, two-way communication in which parties involved control both the processand the outcome. Conflict negotiation involves five key components:the parties involved, the interests involved, the relationship betweenparties, the interactions throughout the negotiation process and theresults achieved.

Related Studies

Direct and unassisted negotiations can and should beconsidered as the initial path to resolving disputes. When successful,negotiation is the most flexible and cost-effective approach toresolving disputes whether or not litigation is pending. Thenegotiation process, however, depends upon the parties' ability tocommunicate, their willingness to make concessions and their abilityto recognize possible solutions. Especially in substantial commercialdisputes, the barriers to resolution often are so significant that partieswill not even attempt a negotiated resolution or often will reachimpasse if they do attempt to negotiate. Certain barriers to resolutionoccur with some frequency. Beverly Hills: Sage, (1978) enumeratedsome common barriers to successful negotiation.

1. Viewing Negotiation As Confrontational -Negotiation need not

be confrontational. If you are confrontational, you will have a

fight on your hands.

2. Trying To Win At All Costs- If you "win" there must be a loser,

and that can create more difficulty down the road.

3. Becoming Emotional- It's normal to become emotional duringnegotiation that is important. However, as we get more

emotional, we are less able to channel our negotiating

behaviour in constructive ways.

4. Not Trying To Understand The Other Person- If we don't know

what the person needs or wants, we will be unable to negotiate

properly. Often, when we take the time to find out about the

other person, we discover that there is no significant

disagreement.

5. Focusing On Personalities, Not Issues-. It is important to stick

to the issues, and put aside our degree of like or dislike for the

individual.


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6. Blaming The Other Person- In any conflict or negotiation, each

party contributes, for better or worse. If you blame the other

person for the difficulty you will create an angry situation. If you

take responsibility for the problem, you will create a spirit of

cooperation

On the other note, in the study conducted by Humprey Taylor(2007) on The Not-So-Black Art of Public Diplomacy, he emphasizedthe different KEY PRINCIPLES of communication for effectivenegotiation. They are as follows;

1. Listen First "There's a saying among negotiators that whoever

talks the most during a negotiation loses," says Bobby Covic,author of Everything's Negotiable! Being the first one to listen iscrucial to building trust. Just getting the listening part of anegotiation right can satisfy many of the core concerns Shapirocites.

2. Sit Down This signals to the other person that time will bespent to hear their side. Never ask someone to talk if there isn'tenough time to listen.

3. Find Common Ground Approach the other person by talkingabout a neutral topic of mutual interestsay, baseball orknitting. It helps both parties relax and starts the flow ofconversation. Transition to the problem by saying,

4. Move In Leaning in to the conversation indicates interest. Headnods also help in letting the other side know their thoughts arebeing followed. But constant nodding or saying "right" over andover will seem insincere.

5. Keep Your Cool Experts agree on ground rules forcommunicating problems no yelling and no walking away.

6. Be BriefDon't go on and on, says Billikopf. He also suggests

avoiding words such as "we disagree," a phrase that throws aperson to the defensive.

7. Forget Neutrality Trying to control your emotions usuallybackfires, says Shapiro. The other person can read anger andfrustration in a wrinkled forehead or a tense mouth, andnegative emotions ruin negotiations.

8. Avoid Empty Threats Intimidation can be powerfulbut use itsparingly. Empty threats will diminish the other person's respectfor you.

9. Don't Yield Caving on important issues may seem noble, saysBillikopf, but it ruins a relationship. "You're not asking the otherperson to consider your point of view," he says. Instead, lookfor compromises. Compromise is like stretching. Stop doing itand pretty soon there's no way to bend at all.


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Crossing barriers through communicationStudying the role of communication in negotiation requires

some way to measure or assess the content of talk as it certainlyaffects the resolution of conflicts and disputes. Communicationfunctions in negotiation to:coordinate outcomes, exchangeinformation, intentionally and unintentionally; overtly and covertly,express strategic intentions and tactical actions, identify patterns ofbehavior and alters perceptions and expectations concerning thebargaining situation, relationship, process, and outcomes.Communication in negotiation focuses on the substantive issues,offers and counteroffers; proposals, demands, interests, proceduralissues, the interpersonal negotiation relationship and intangibleissues.

Communication does not mean fighting and shouting, instead itis simply the exchange of ones ideas, thoughts and opinions witheach other. One needs to have excellent communication skills for ahealthy and an effective discussion. Communication is an art and oneshould master it to excel in all kinds of negotiation. The other personwill never come to know about your thoughts and ideas unless anduntil you share it with them. One cant see your grey matter. Lotdepends on how you speak. One should very sensibly convert his

thoughts into a speech by carefully selecting relevant words. Becareful about your words. Utilizing effective communication skills canoften bring about facts that were unknown or unclear to one or allparties. Taking the time to examine the problem or situation andanalyze all the facts, as a team may be all that is necessary toresolve a dispute. One should never use derogatory sentences orfowl words in his speech. Understand the power of speech. The wayyou present your thought matters a lot. Dont speak just for the sakeof it. Haphazard thoughts and abstract ideas only lead to confusions.One must speak clearly what he expects from the other person. Donteat your words and try to confuse others. Your thoughts and ideasmust be expressed clearly for others to understand well

Conclusion

When negotiating conflict, it is essential that you express yourinterests and needs clearly, understand the interests and needs ofthe opposition, and use your joint problem-solving skills to reach anacceptable solution. These assumptions set the stage, but the

communication skills are essential. To be a successful negotiator,however, you must set aside negative preconceptions and objectivelytry to assess the different barriers that may hinder the effectivenessof negotiations. The nature of the conflict at hand your personalinvestment in the outcome of the negotiation process.You may becalled upon to negotiate conflicts regarding issues that deeply


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concern you and involve your personal interests. This can make theline between managing your own feelings and reactions andmanaging the negotiation process itself difficult to distinguish. Yourultimate success as a negotiator, however, will depend on your abilityto communicate and manage your feelings, reactions, and behavior ina disciplined manner while you simultaneously interact and negotiatewith your opponents.

Remember, the better the communication is the better thenegotiation would be. Successful conflict negotiation does not justhappen. People are not born good negotiators. Self-awareness,specific communication skills, knowledge of the technical content ofthe issues under discussion, and command of the negotiationprocess is all essential. For whatever kind of negotiation you face,sound and thorough preparation is the critical element for success.

REFERENCES:

Graydon,S. (2003). Made you look- how comm unicat ion w orks,Toronto: Annick Press

Humprey Taylor (2007) on The Not-So-Black Art of Public

Diplomacy,

Lyster, R. & Ranta, L. (1997). Corrective feedback and learneruptake: Negotiation of form in communicative classrooms.Studies in Second Language Acquisition, 19, 37-66. Mackey, A.(1995

MCaRTHUR,K.(2009) Communicat ion Theor ies: Perspect ives,processes and con textsNew York New York: McGraw-Hill.

Pinkley, R. L. 1990. Dimensions of conflict frame: Disputantinterpretations of conflict. Journ al of Appl ied Psych ology, 75(2):117-126.

Putnam, L. L., & Holmer, M. 1992. Framing, Reframing, and IssueDevelopment. In L. L. Putnam, & M. E. Roloff (Eds.),Comm unicat ion and Negot iat ion, Vol. 20: 128-155. Newbury Park,CA: Sage Publications, Inc.

Weingart, L. R., Thompson, L. L., Bazerman, M. H., & Carroll, J. S.1990. Tactical behavior and negotiation outcomes. Internat ionalJourn al of Conf l ic t Management, 1(1): 7-31.

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Crossing Boundaries of Communication Towards Effective Conflict Negotiation