Struggle Determination: Intervention - Assignment Example

Name: University: Course: Tutor: Date: Conflict Resolution: Negotiation Introduction The summery is a critical examination of the issue surrounding conflict resolution; negotiation. Additionally, the paper tries to establish the meaning of the term ‘Breakthrough Strategies’ as used by Ury in his literatures. Additionally, the paper seeks to establish how these strategies brought forth by Ury can help in improving negotiation. Conflict refers to a situation where by there are or perceived resistance of principles, thoughts, ideas, needs, beliefs as a results of differences in opinion as well as other issues between people and this can be in terms of economics, politics as well as social sphere (Kellett, 2007). Nonetheless, various mechanisms have been brought forth to curb the scenario and of course turn the issue into a constructive idea, this is what has been termed as conflict resolution. It has been noted that when work conflicts are not constructively and timely addressed, the consequences are far beyond our imagination as it can lead to low productivity, increase psychological stress, distrust, high rates of employees turnover, low quality, reduced creative collaboration and team problem solving, poor customer satisfaction, gossip as well as delayed or missed deadlines. Broadly, the organization will not attain its predetermined desired goals and objectives (Kellett, 2007). On the other hand, when the issue is addressed in a sober manner and accepted, the process can result to better solutions to problems, encourage employee motivation, improves communication, issues are clarified hence curbing such event occurring in the future, leads to greater understanding among employees hence improved workers relationship, low employee turnover, high productivity, reduced psychological hazards (Cloke & Goldsmith 2000). It is worth noting that negotiation is one of the vital tools used in resolving conflicts between and among individuals. Negotiation typically occurs in every day life, in business, legal proceedings, government’s branches, among and between nations and so on. It has been defined as a dialogue intended to resolve conflicts, to reach an agreement upon courses of actions, to bargain for individuals or collective advantage, or to craft outcomes to meet interest of various groups. Causes of conflict and how to address it According to Cloke & Goldsmith 2000, the main causes of conflict are mainly scarcity of resources, poor communication, different opinion, values, and norms, ideas that can be either real or just perceived. Since time immemorial there are mainly four ways used to addressing conflict. These are collaborative style where both parties strive to reach a win-win situation; accommodation which entails surrendering the view points once held strongly, avoidance of the conflict is also another way used to address conflict. Compromising is an approach where the involved parties bring their issue on table and discuss them in presence of a third party. With this scenario, of having the mechanism or strategies, it was later realized that something was missing because most of the conflicts being tackled did not yield positive results. This thus called for further actions; conflict management. This, according to Ury, 1993 refers to the process by which conflict are identifies and handled in the best way possible through fairness and of course effectively and efficiently so that the desired outcomes are achieved. Ury’s term ‘Breakthrough Strategies’ The five breakthrough strategies are skills that when adopted while resolving a conflict either between or among individual or groups do make the process smooth and finally results to the desired outcomes that will leave all involved parties very much satisfied. The strategies also save time while dealing with conflict resolution through negotiation. The five strategies or steps according to Ury in his book Getting Past No include; don’t react, instead go to the balcony, don’t argue rather step aside, don’t reject, reframe, don’t push but build them a golden bridge and finally don't escalate but use power to educate (Ury, 1993) It has been argued and supported that all these strategies do play a bigger role in improving the quality of negotiation outcomes. Generally speaking, breakthrough strategy in negotiation is a situation whereby one involved in conflict resolution as a negotiator creates an environment that the other party are encouraged to pounder things from within, making them figure things out instead of dictating to them what they opt to do as well as creation of a surrounding that fosters learning. All these help in breaking their barriers of resistance which is key in conflict resolution (Ury, 1993). Don’t react; go to the balcony Keeping emotions in check while resolving conflicts is very important since it dictates the outcome of the process. It is worth noting that this is done by first managing your own emotions then those of the other party. Being in a position to establish that one is becoming emotional is of course one necessary step. It is also a fact that when individuals let out their emotions especially while resolving a conflict, it helps in diffusing the problem as the individuals get to release off their desperation and steam. However, if this goes unchecked it can jeopardize the whole process. To address this issue especially when emotions flare and seem to go beyond control, it will be appropriate to buy time in form of a break. This will give involved parties time to pause, rethink and come back when sober and free from emotion that could have lead to stone walling, attacking personalities instead of the problem at hand, walking away as a result of desperation and frustrations among others. It is worth noting that there are three main dangerous reactions that if emotions are not well curbed can result to; these are striking back, giving in too soon and breaking off. When one knows his or her hot button, then these three things won’t happen. Don’t argue, step to their side When this strategy is mastered and well applied, it is realized that resistance will not be felt and trust will be fostered between the involved parties. Actively listening to the other party as they talk and not trying to do psychoanalysis on how wrong they are is an important skill. When one listens carefully, he/she not only understands and responds to the problems of his/her counter part but also listen to their feelings. This creates an environment where the other feels he is not being looked down upon and will cooperate fully to attaining the desired outcomes. Additionally, it provides one with an opportunity to actually acknowledge that indeed there is a problem. On the same note, it is also important to assertively communicate and directly address the problem at hand and not attacking personalities. This can be attained by using a cooperative and collective language such as ‘we’ and ‘I’. This coupled with the notion of arriving at a win-win situation ensures that the other party will be more attracted top take part in arriving at such an outcome (Ury, 1993). Lastly, adopting a culture of acknowledging differences with optimism, opinions as well as never saying no will make the other part feel accommodated hence provide their assistance actively in trying to address the problem at hand. Don’t reject reframe As suggested by Ury, 1993 it is always apparent that when individuals indulge in negotiation, both parties will strive to draw the other into accepting their own terms; usually the born of contention that can jeopardize the entire process making it hit a snag. To ensure that this does not happen, as a creative negotiator, changing the game through reframing, asking questions that seek to solve the problems, asking advice from the other party, making questions opened ended and non leading, tapping the power of silence, creating a collective identity by adopting a ‘we’ scenario rather than ‘you’ or ‘me’, diffusing tricks by making reasonable requests and clarification All these will result to clearly understanding the point views of the other party and provide one with an ample opportunity to convince them slow and steady without many problems to accepting some of your views. This is very significant especially if both teams aim at arriving at a win-win situation that calls for both parties relinquishing some of their hard line points. Don’t push; build them a golden bridge It has been noted that despite the fact that one might have indulged the other party to fully corporate in solving the problem at hand, arriving at a mutually agreed outcome might take some times as well as more skills in trying to defuse other fear. Arguably, scholars did bring forth that consensus building before arriving at an outcome or agreement is very significant as it will ensure that no party will deny being part of it hence last for longer. This can be attained by what Ury said, ‘building your opponent a golden bridge to retreat across’ Having in mind that there are instances that one party might feel shortchanged, hold the opinion that some of their desires were not adequately addressed, that the agreement has been arrived too soon, there is need to handle all these issues appropriately and timely. Actively involving the other party in developing an agreement, helping them save face, writing a victory speech on their face, going slow towards an agreement and not dismissing cases of unmet and unsatisfied needs result in bridging the gap you and your counter part (Ury, 1993). What this translates to is nothing but a long lasting solution to the problem as each will be satisfied with the agreement and no one will deny being part and parcel of the team. Don’t escalate; use power to educate According to Ury, 1993 there are instances that despite the efforts one puts in trying to break through in negotiating, the other party might not cooperate at all. This is very frustrating and can easily make one to use threats, coercion at can a times resulting to a futile process. The word here is to use power to educate and not to escalate the problem. One thus needs to use his/her prowess in negotiations to bring back the parties back to the table and address the problem collectively. It is important to let the other party realize that no matter what, they do not stand a chance of getting off the hook by themselves but with the support you are ready to provide. Conclusion Among the skills that must be mustered include warning and not threatening, making it known to the other party the consequences of not arriving at a mutually agreed outcome, showing your best alternative to the negotiation agreement, use a third party if things seem tough, aim at a mutual agreement and not victory, look for a lasting solution, continuously sharpen the choices of the opponents (Kellett, 2007). What all these will result to is going back to the table with a desire from both of you to adequately address the problem at hand. From the review of Ury’s five steps in helping negotiators breakthrough while negotiation, it is evident that indeed it helps to improve the outcomes of the process. References Cloke, K & Goldsmith, J., 2000. Resolving Conflict at Work. San Francisco: Jossey-Bass Kellett, P., 2007. Conflict Dialogue. London: Sage Publications. Ury, W., 1993. Getting Past No: Negotiating in Difficult Situations. New York: Bantam Read More