Conflict and Negotiation Organization

Question: Discuss about the Conflict and Negotiation Organization. Answer: Introduction Conflict and negotiation are elements that are inevitable among partners, employees and the general public in every part of the business operations (Amatruda, 2006). They bring about change in the organization as different ideas and opinions of individuals are considered and appropriate decisions made to the structure of the firm. In conflict resolution, negotiation is crucial. Winning negotiations results to new ideas being developed thus stimulating creativity and innovation (Amatruda, 2006). It also leads to loyalty and efficient. Unsolved conflicts lead to resource wastage, an adverse climate in the enterprise and break down group cohesion. Before resolving a conflict using the negotiation, consideration of various factors is important such as; the willingness of the parties to participate, the unpredictability of the possible outcomes and the means of influence by the negotiator (Brinson, Jeffrey Fisher, 2009). Definitions of terms Conflict refers to the disagreement or opposition between individuals or the groups that exist within a given organization set up (Black, 2010). It may result in either negative outcomes or positive possibilities. Conflicts always arise when people have differing goals and objectives, beliefs, ideas or theories about the operations of the enterprise (David, Ronald, 2006, p. 359-390). For example, when the workers in the firm are advocating for a higher pay and the management fails to meet their needs, conflict emerges. There are various types of conflict, namely: the intrapersonal, interpersonal, intra-group, intergroup and inter-organizational conflicts. The intrapersonal conflict involves the internal argument within an individual's mind on different thoughts, emotions and values (David, Ronald, 2006, p. 359-390). Apparently, conflict may come up when one is choosing a career path, or making simple decisions such as whether to go for lunch or not. Also, when the role and responsibilities of a person differ with his community values and customs, opposition emerges. Interpersonal conflict refers to the disagreement between an individual with the co-workers or with the management and business owners (Sinaceur Tiedens, 2006). The varied personalities result in differing choices and opinions among employees. It is important that they resolve it as it eventually leads to personal growth and enhances the relationship with others. Intra-group conflict emerges within a team when there are incompatibilities and misunderstandings between the members of the group. It is due to the tension that arises from the different personalities, views and ideas when making decisions on the business activities (Shelton Darling, 2011). Intergroup conflict occurs among the various teams within an organization. For exa mple, the set goals for a sales department may differ from those of a customer relation department. Competition for resources between agencies also results in intergroup conflict. Besides, negotiation is a technique that involves discussion among individuals to get the acceptable solution to a particular conflict (Black, 2010). It is a process that aims at reaching an alternative that benefits all. The various steps considered in the negotiation process are the preparation and planning. Secondly, the definition of ground rules for the conflict, followed by the clarification and justification of the problem and decisions made. The bargaining and problem-solving steps follow and finally, the closure and implementation of the effective solution (Brinson, Jeffrey Fisher, 2009). Theories and models of conflict and negotiation The common theories include individual differences, Motivational approach, Cognitive approach, Cooperative model, Principled Negotiation Human Needs Model by John Burton (David Ariel, 2008). Individual differences approach involves personal characteristics of the negotiator and the parties in a disagreement. The theory argues that all persons should put aside their beliefs, cultures customs and norms and focus on achieving a solution to their conflict (David Ariel, 2008). Motivational approach refers to the aspirations and goals of an individual that influence the conflict resolution process. The resulting outcomes always depend on what motivated the negotiator and the parties to resolve the disagreements (Joppa, et al. 2009). In addition, Cognitive approach asserts that the negotiator should have the ability to scrutinize events outlined in the negotiation plan and come up with actions that can aid in making appropriate judgments (Zafonte and Paul, 2008). Also, the cooperative mod el which was developed by Morton Deutsch where he argued that the nature of the dispute and the goals of the disputing parties should be evaluated in the negotiation process. Cooperative sharing of ideas brings an environment of trust, and as a result, an appropriate solution can be determined (Cambridge, 2009). Principled Negotiation is a model that was founded by Roger Fisher and William Ury. He advocated that the following four principles enhance the conflict resolution process. They include separating the problem from the parties. Then focus on the each person's interests and create various options for the solution and finally ensure that the agreement bases on the organizational objectives. Human Needs Model by John Burton focuses on the identification of the needs of an individual that causes conflict to enhance their accommodation in the negotiation process (Raiffa, 2007). However, the above theories and models have failed to explain the conditions that may affect conflict resolution success or failure. The theorists focus only on the processes of coming up with an alternative solution for the conflict (Dincyurek Civelek, 2008). Therefore factors such as the significant psychological obstacles, the sense of urgency, the authority to decide, willingness to compromise external factors favorable to settlement and the resources required for the process should be evaluated in detail. Also, the identification of a solution to the challenges that reduce the effectiveness of the resolution such as lack of time to convince others and parties who are not ready to accommodate the interests of the different group is equally essential. It is a tool used to help individuals understand themselves and also their relationships with others in an organization (Dincyurek Civelek, 2008, p. 3-4). In the Johari Window, people establish a list from which they select adjectives that describe their personalities. The four quadrants of the window include the open or arena that consists of traits that the individual player and the peers know (O'Hara Erin, 2009). The hidden or faade includes adjectives selected by the person but are not recognized by the peers. The blind spot that represents data known by the peers but the subject is not aware of them. Lastly is the unknown which involve behaviors that no one understands them. From the window, it is apparent that we have different personalities that we know or we are not aware of that can result in conflicts in the organization. Thomas Khilman Conflict Questionnaire (TKI) This tool has thirty pairs of statements. The framing of the questions is in a way that respondents chose between alternative A and B and then use to evaluate an individual's behavior in conflicting occasions. A persons behavior and attitude towards others are described basing on assertiveness and cooperativeness. The five conflict modes used are, avoiding, accommodating, competing, collaborating and compromising (Cambridge, 2009). As discussed in the theories these five modes are used to identify the nature of the conflict. In this tool, five factors are used to describe the human personality. They include the openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism. The test gives a person more insight into how they react to different situations (Tschannen, 2009). ESCI The individuals' behavior is measured on a 360 degrees view to create a competitive advantage in the firms. It aids innovation and teamwork since the ESCI differentiates average performers from the outstanding ones. The ESCI Competency Scale lists various traits and abilities of a person such as emotional self-awareness and self-control, adaptability, achievement orientation and conflict management (Jackson, 2009). The above four tools help in identifying personal strengths such as self-awareness and improved communications. Also, the tools aid in the realization of what one posses and sensing others interests and perspectives. The weaknesses identified include: The inability to venture into group dynamics, the fear of sharing ideas and opinions with co-workers and failure of determining a groups emotional currents and the power relationships. Lastly, failure of self-disclosure and observing how others perceive our behaviors is another weakness (Seeley, et al. 2007). Areas of improvement From the knowledge I have gained concerning conflict and negotiation, the following key areas need to be improved. First involves avoiding negative responses to peoples opinions. Secondly stop placing blames and takes ownership of the problem that arises (Cloke and Goldsmith, 2009). These are essentials skills that will help in managing conflicts with colleagues. Below is a personal development prepared regarding conflicts and resolution. Personal development plan Strengths The ability to manage time effectively, flexible with lesson schedules and am excellent in ensuring that my performance improves after every year. I am also strong when it comes to identifying risks and foreseeing problems before they arise. Weaknesses Being a leader and manager has many challenges, and therefore, it is important to identify various weaknesses that are portrayed by a person. First, is balancing between institutional and family life. Lack of the skills of substitution of tasks given to the individual interests is my other weakness. Also, I am weak at developing a practical problem-solving approach to ensure collaboration among team members. Part 2- Goals setting Focus on conflict and resolution to get a deeper analysis and understanding of it Learn to remain calm and reason first before handling any sort of conflicts. Use meetings to enable me to gain self-confidence and ability to share ideas Engage with a broad range of people to enhance my communications. Be able to develop my emotional intelligence Involvement in public speaking workshops Part 3 Personal/ interpersonal skills My personal skills include self-confidence and the assertiveness in handling daily challenges. Pa rt-4 Personal Objectives To ensure I establish good relationship with colleagues to foster a sharing environment. To always stay flexible and optimistic to every situation and always respond to conflicting situations with confidence. Analyzing situations before establishing a course of action to take in a conflict situation. Being the first to enhance communication among parties to bring unity to conflicting individuals as this will assist to repair the damaged emotions resulted by conflicts. Creating solutions through brainstorming with ideas to generate needful ideas. Recommendations Establishment of effective communication skills that help in understanding others ideas and opinions. Ensure that there are better working relationships among people in the organization Support negotiation training in dispute resolutions. Encourage individuals always to identify their areas of improvement for the career development. Conclusion In conclusion, active conflict negotiation in the firm results in improved solutions and strengthened relationships. Understanding of the diagnostic tools promotes interpersonal skills among individuals and as a result better performance of the operations in a company. All people have to develop self-development plans that will aid in the achievement of the set goals and objectives. However, before thinking about ways of conflict resolution, it is important to establish strategies that can help overcome the causes and sources of conflicts. References Amatruda, J.W. (2006.) Conflict Resolution and Social Skill Development with Children Mary: Journal of Group Psychotherapy, Psychodrama Sociometry, Vol. 58, No. 4, Brinson, J. A., Jeffrey, A Fisher, T. (2009). Cross-Cultural Conflict Resolution in the Schools: Some Practical Intervention Strategies for Counselors. A Journal of Counseling and Development, JCD, Vol. 82, No. 3, Black, K. (2010). Adolescence: Fall 2010 Gender Differences in Adolescents' Behavior during Conflict Resolution Tasks with Best Friends, Vol. 35, No. 139 Cambridge, (2009).CDA Collaborative Learning Projects: Reflecting on Peace Practice Participant, Training Manual, Online edition. Retrieved on 25th January, 2017, from: https: Cloke, K. and Goldsmith, J., (2009). Resolving Conflicts at Work: A Complete Guide for Everyone on the Job. San Francisco David, B. Ariel C., (2008) Toward a Strategic Theory of Workplace Conflict Management, Ohio St. J. Disp. Resolution, 24(1), 143-190. David, B Ronald L. S. (2006) Managing Organizational Conflicts, in the Sage Handbook of Conflict Communication: Integrating Theory. Research, and Practice: Sage Publications, 359-390. Dincyurek, S. Civelek, A. H. (2008). Summer-Fall 2008: The Determination of the Conflict Resolution Strategies of University Students That They Use When They Have Conflicts with People The Behavior Analyst Today, Vol. 9, p. 3-4, Jackson, P. (2009). The interpersonal effects of emotions in negotiations: a motivated information processing approach. Soc. Psychol. Joppa and Eleonora, N. (2009). Aiding Violence or Peace? The impact of foreign aid on the risk ofcivil conflict in sub-Saharan Africa. Journal of Development Economics 88: 301313. O'Hara Erin, A. (2009). Spring 2009 Group-Conflict Resolution: Sources of Resistance to Reconciliation Law and Contemporary Problems, Vol. 72, No. 2, Raiffa, H. (2007). Negotiation Analysis: The Belknap Press of Harvard University Press. Cambridge London, UK. Sinaceur, M. Tiedens, L.Z. (2006). Get mad and get more than even: when and why anger expression is effective in negotiations. J. Exp. Soc. Psychol. Seeley, E., Gardner W Thompson, L. (2007). The role of the self-concept and social context in determining the behavior of power-holders: self-construal in intergroup vs. dyadic dispute resolution negotiations. Shelton, C. D Darling, J. R. (2011). From Chaos to Order: Exploring New Frontiers in Conflict Management Organization Development Journal. Tschannen, M. (2009). Spring 2009: The Effects of a State-Wide Conflict Management Initiative in Schools American Secondary Education, Vol. 29, No. 3, Zafonte, M. and Paul, A. S. (2008). "Shared beliefs and imposed interdependencies as determinants of ally networks in overlapping subsystems." Journal of Theoretical Politics.