Describe a Range of Negotiation Styles and Evaluate Their Effectiveness
Describe a range of negotiation styles and evaluate their effectiveness
Definition
Negotiation, according to Tubbs and Moss (2006) is a “set of methods for resolving conflicts between and among people”. They also quote Walker and Harris (1995) who define negotiation as “the process of resolving differences through mutually acceptable trade-offs”.
To define conflict, Tubbs and Moss choose a definition by Wilmot and Hocker (1998): “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals”. Conflict therefore does not only apply to the situations, sometimes extreme, to which it is commonly applied, such as child-parent or spousal difficulties, or to war or civil disruption. It also applies to buyer-seller situations, assigning resources to a project at work, or asking the boss for a pay rise – situations where the participants recognise that they have differences to resolve, but do not always consider themselves to be involved in conflict.
Resolving conflict
Mayer (2000) believes that a conflict is only resolved when the parties believe the conflict has ended, no longer feel in conflict, stop using conflict behaviour and implement new behaviours. Such resolution can happen on many different levels – some people focus on reaching a settlement, others on transforming the conflicted parties, and others perhaps on achieving social justice.
Whatever level the resolution is on, it can only be reached through effective communication - caring about what the other has to say, focusing on understanding, tolerance, and connecting through good feedback.
Negotiation is then a process of ‘good communication’ that leads to a resolution of conflict, and if we use Wilmot and Hocker’s definition of ‘conflict’, has a role to play in numerous everyday situations. Models of Negotiation
According to Walker and Harris, any negotiation will follow a
Definition
Negotiation, according to Tubbs and Moss (2006) is a “set of methods for resolving conflicts between and among people”. They also quote Walker and Harris (1995) who define negotiation as “the process of resolving differences through mutually acceptable trade-offs”.
To define conflict, Tubbs and Moss choose a definition by Wilmot and Hocker (1998): “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals”. Conflict therefore does not only apply to the situations, sometimes extreme, to which it is commonly applied, such as child-parent or spousal difficulties, or to war or civil disruption. It also applies to buyer-seller situations, assigning resources to a project at work, or asking the boss for a pay rise – situations where the participants recognise that they have differences to resolve, but do not always consider themselves to be involved in conflict.
Resolving conflict
Mayer (2000) believes that a conflict is only resolved when the parties believe the conflict has ended, no longer feel in conflict, stop using conflict behaviour and implement new behaviours. Such resolution can happen on many different levels – some people focus on reaching a settlement, others on transforming the conflicted parties, and others perhaps on achieving social justice.
Whatever level the resolution is on, it can only be reached through effective communication - caring about what the other has to say, focusing on understanding, tolerance, and connecting through good feedback.
Negotiation is then a process of ‘good communication’ that leads to a resolution of conflict, and if we use Wilmot and Hocker’s definition of ‘conflict’, has a role to play in numerous everyday situations. Models of Negotiation
According to Walker and Harris, any negotiation will follow a
References: Burgess H & Burgess G M (1997) Encyclopedia of Conflict Resolution , ABC-CLIO, Denver Deutsch M (2000) “Cooperation and Comnpetition” in The Handbook of Conflict Resolution: Theory and Practice, Jossey-Bass, San Francisco Deutsch M (1973) The Resolution of Conflict: Constructive and Destructive Processes, Yale University Press, Newhaven Lax D & Sebenius J K (1986) The Manager as Negotiator: Bargaining for Cooperation and Competetive Gain, The Free Press, New York Lewicki R, Saunders D M & Minton J W (1999) Negotiaion (3rd e.), Irwin McGraw Hill, San Francisco Mayer B (2000) The Dynamics of Conflict Resolution: A Practioners Guide, Jossey-Bass, San Francisco Scacchitti V & Guetin R (2005) “Negotiation Campaign Planning:Cultural Awareness and the Implications of Conditioning” Paper submitted to 90th Annual International Supply Management Conference Tubbs S & Moss S (2006) Human Communication (10th ed.), McGraw Hill, New York