Managing People and Organizations Negotiation or Mediation

Question: Describe about the Managing People and Organizations for Negotiation or Mediation. Answer: Introduction Conflicts will be solved through negotiation or mediation. Let's talk here of the conflict from the psychological perspective. Not all conflicts can or should be resolved through negotiation or mediation. For most of conflict negotiation it is usually a good settlement mechanism. Sometimes it is desirable not to let the negotiation and conflict comes to the end. Negotiation is a process whereby interested parties resolve disputes, agree on courses of action, seeking individual or collective benefits or seek to obtain results that serve their mutual interests. Conflicts can be faced with other types of mechanisms such as: The denial of the conflict (leading to a postponement of the conflict).The more spontaneous and natural tendency is domination (actually subjects too often what they seek is to dominate, subdue or overcome the contrary). Domination is often not fully aware (nor other attitudes adopted). This occurs both because society supports and premium competitiveness from psychology and must change this attitude (Armbrust, 2000). Conflict theory Conflict theory (TC) comes from the world of military strategy. The classical scholars of conflict, from Tucdedes and Sun Tzu, Machiavelli to Marx and Von Clausewitz, focused on a specific aspect of the conflict: power. These mechanisms are alternative ways to solve conflicts. Almost all things are negotiable. But there are others that are not. The negotiable: almost everything. The non-negotiable: central or held beliefs (abortion, belief in gods, is the core beliefs we identify ourselves. Rubin criticisms: there are indeed core beliefs but often the meaning has to depend on how they are addressed or express.It is absolute when the objectives are completely different when what wins it loses one another. Often it is modulated by social and cultural mechanisms (Biech, 2008). It is relative positions are perceived as antagonistic, but are not completely opposed (there are some compatible issues, which have in common). Most of the incompatibilities are relative. Desiderative thought: anchored to desire, emotional. It is not a rational thought. Perversion of the conflict: impression formation, the ultimate expression of the mystification of the formation of impressions is the self-fulfilling prophecy (the formation of impressions can create realities: a thought causes a behavior to the other which is interpreted as the first thought and returns the erroneous thinking the other in the form of behavior, confirming the first erroneous thinking. Or something like that!) (Conflicts, 2010). Cognitive reactance: the emotional reaction usually undirected cut to an individual when they perceive that their freedom is inadequate or unfairly limited. Goodness Dispute The primary connotation of the term conflict is negative. When this issue is raised there are 2 large positions: Sociological (Frankfurt School): The conflict is good, because it is the engine of social change. For Marxists conflict equal expression of change Constructive or negative attitude towards finding solutions in conflicts and negotiations No matter how the conflict works, it is important how people act. If people have a negative attitude, the conflict will be negative and if positive would be a constructive conflict. The consequences have the same problem as the cause. There is talk in terms of values and a problem to wait out, so it is difficult to intervene in a conflict. Any dispute involves a number of risks; to the extent possible be minimized. Risks and alter the channels of communication and interactions, increased perceptual distortions and prejudices, promoting polarity and hostility, self-concept and self-image, reduced sense of efficacy, decreased work motivation, in the absence cooperation; increased effort and loss of work capacity or when the conflict transcends loss of credibility of the organization and trust between users (Dahms, n.d.). Some authors speak of negative elements rather than risk conflict. Thomas-Kilmann Conflict Questionnaire This model has an advantage: a questionnaire to measure what the general attitude of the individual to the conflict is made. Measure this kind of attitude in 3 different situations: If the conflict has a superior to a subordinate or equal to it. The styles are often insufficient. These are general styles of conflict because there are so many styles of conflict and ways to address them. This point refers to the type of conflict; the next point is how to deal with conflict. Social skills related to conflict Intelligence was taken as a good predictor of the ability to solve problems. He also spoke of the existence of a factor G, because it could think there was a break between the intellectual capacity of an individual and the ability of social action. Over time the need to develop a new element had; social intelligence, emotional intelligence. Different forms of behavior can be employed skills to deal with different types of problems or conflicts. And these forms can be trained: train behavioral patterns to resolve conflicts. There is a possibility that individuals learn skills to address specific problems (identify the problem, standardize the performance, performance testing). Social skills play a key role role-playing and case analysis. Both techniques are the main approach to training.Also in the field of conflict and negotiation they have studied the social skills that best suit each case: Assertiveness It has to do with "self-affirmation". Feeling a person who claims his desires, his ideas the person manifests herself consistent. With regard to conflicts, assertive person is manifested in a resolute way, seeks to solve the problems, addressed to resolve the conflict and tends to the domination of the other party. No waiver of the interests of one, but neither attempts to pass above the other. Negotiation Way of resolving conflicts of all kinds. To negotiate must be conflict and the parties must know and analyze it. It is the most effective social skills. The processes of conflict and conflict negotiation intermingle, are not linear. (No strings like occur, first conflict and then negotiating) Unions now prefer negotiations to confrontation. The system is what we have, but what we need to do is improve it. Johari window Model It is a technique used for knowing the relationship between two or more interrelated parties within a social set up. A very important element in the negotiating power: balance / imbalance of power. In the case of imbalance, one party is more powerful than the other. This is not a negotiation as it occurs in all terms because the powerful party imposes rather than negotiate. But it does not have to, because with external pressures can be a good bargain (Davies, n.d.). For a negotiation to work well has to be a balance of power (not to be a very large imbalance). Power, often viewed from a quantitative perspective (who has more) but can also be qualitative (ability to generate a good negotiation, to influence third parties, coalitions do ...). It is the bargaining power. The power can also be rebalanced institutionally (eg. In divorce law welcomes more women because it is believed more helpless because there is work ..., the law protects women and rebalance the power in this conflict). Communication and interaction process: negotiation in this process. Thus, the negotiation falls squarely in social psychology, but also studied from the law, economics, and human resources. is an interdisciplinary event. The assumptions are that It is a peaceful process of dialogue and communication. It does not support pressures. Until they do not end the negotiation does not start. There is no negotiation under pressure. Types of negotiation intrapersonal Control: cognitive dissonance. In informal negotiation roles is given by the agents of conflict. Formally, the role of president, representatives, and consultants .There are indispensable roles (the negotiator) and there are other sides (third parties, consultants). Emotional and Social Competency Inventory (ESCI) This is a multi- rater diagnostic tool that is designed to vary and weigh the social intelligence and emotional competencies. It helps to build interrelation boundaries in conflicts and negotiations. Relationship "mixed motive": negotiator meets a role conflict. It is an antagonist of the other party; it must grant and obtain (2 reasons) things about him, to resolve the conflict: paradox negotiator. Negotiation is a voluntary process: one retires when he wants. This will give you great flexibility and the parties make a joint decision not imposed (Daft Marcic, 2014). It is not a perceptually anchored process: it is assumed that when the parties perceive that they will not give more others, but it is a perception and not know if you really would yield more other or not. A point that is often overlooked, both in business and in personal interactions, is to recognize if we are in a favorable situation for negotiation. In general, most of the situations faced by the interests of the people are resolvable through negotiation. However, on a few occasions, we find ourselves in situations that are not resolvable from the conceptual framework of a traditional negotiation (Phan Baurain, 2011). Strengths and weaknesses Conflict as an opportunity. A conflict can be an opportunity. Positive aspects of the conflict: engine of change, perceived effectiveness, new communication channels, opportunity to learn negotiation skills, opportunity to promote cohesion and group identity, opportunity to improve interpersonal perceptions, promoting recognition of different views, contribution the creation of positive values (cooperation, competition, respect, participation, etc.) Behind every conflict there is always a change. Ask whether it is good to conflicts to bring about change, presents the problem of riding a little conflict is real, and it probably is not the right approach. The first thing is to know which aspects you want to change and not all change involves conflict. In principle conflict does not invigorates if this does not change. Conflicts, when unchecked, have a tendency to increase (increasingly large and difficult to control). It is not just a quantitative increase conflict, but appears in other psychological and social phenomena that make it even more complex (Mayer, n.d.).If, however, a possible negotiation situation, our fears and distrusts make us adopt positions that we build ourselves the worst possible scenario. Therefore, mistaking a negotiating situation with conflict management is a serious mistake that we can not afford. Then we analyze the aspects that distinguish negotiation and conflict and give some guidelines to address these situations. Areas of Capabilities Distinguish between negotiation and conflict In general; the conflict word is used as a conflict of interests. In fact, it is considered to negotiation as one of the MARC's (alternative methods of dispute resolution).Let us now use the word conflict in a similar sense to that used in battles, i.e. situations where traditional negotiations would not lead to a good end result. Similarly, in business and, more commonly, in the political, ambushes occur, that is, actions that the other party does not seek an agreement, but to provoke a strong, devastating effect that put in a situation advantage and often permanently eliminate our chances (Tieleman Buelens, 2012). How to tell when we are in a negotiation situation or conflict? Normally, for a negotiation situation it is of, we need two conditions or rules: Rule gain of the parties states that negotiation is seen as a process in which all parties will win something. It is also called the rule we all win. We consider that which no one of these rules will lead to a conflict in that ambush, as we indicated before met. Conclusion The application of the theory of conflict (TC) to work or personal relationships is not without controversy. Assimilation or use of techniques that have been used by the great military strategists contains a certain aspect of violence and possibly perversion that has overshadowed this theory for many years. Only in recent years, with the award of several Nobel prizes applications conflict theory to biology or economics; they have restored the position that should have occupied this branch of knowledge. Like any other tool, CT is capable of being used for a few ethical purposes. We are going to focus on the ethical use and both useful, which is to encourage negotiations (Mayer, n.d.). When a negotiation takes place, there are many tensions affecting the negotiators. Arguments happen from one side to another and it is possible that at some point, communication degrading and reach a point of tension that makes the relationship, as we indicated in the rule of common sense, left broken and disable the way of trading. References Armbrust, W. (2000). Mass mediations. 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