The Circle of Conflicts will support this process by putting the causes of conflict in context. Causes are interdependent – the separation of relationships, information, structural and values-based causes will help clarify the interests of the parties. What strategies and tips do you have for resolving conflicts? But is this type of negotiation the best approach to resolving conflicts, or even the only way to do it? Accept that this can be a circular process that repeats itself several times. Success will build confidence in the process and encourage the parties to find viable solutions to conflicts. A high degree of assertiveness, combined with a low level of concern for the other party to the conflict, creates a “win-lose” scenario. “I win, you lose”, aka Competition (domination; upper left quadrant). During the negotiations that led to the Lusaka Agreement, which formally ended the war in the Democratic Republic of the Congo, there was a debate on whether the different rebel groups involved in the conflict should participate on an equal footing with the different heads of State of the different countries involved in the conflict. In the end, the impasse was resolved when everyone agreed that all parties to the conflict – whether state or rebel group – had to be part of the peace process for the conflict to be resolved. There have been many similar experiences at the tactical level, where rebel commanders on the ground broke off negotiations or refused to enter into negotiations when UN peacekeepers refused to treat them as a “general” or “colonel” or whatever rank they chose for themselves. It may sound petty, but imagine a scenario in which a real 50-year-old colonel from a peacekeeping mission with perhaps 32 years of experience, education and training has to salute a 15-year-old rebel child soldier who is a self-proclaimed “general,” and one can begin to understand the dilemma. At the same time, we know that the parties must be treated equally for negotiations to work, and negotiations will not work if the 50-year-old colonel teaches the 15-year-old “general.” Ultimately, these are power relations in all situations – if UN peacekeepers are to reach an agreement with the rebels and the representatives of both sides are the rebel colonel and generals, then they need to find a way to recognize each other as “equal, in the sense that each of the official representatives of their respective parties is in the negotiation process. The need to achieve interests is clear – what is less clear is how to do it. Positions are clear and accessible; Interests are sometimes deeply buried and can be tacit.
Important things to learn• Understand the role of negotiation in conflict resolution• Understand that there are different approaches to negotiation and that an interest-based approach offers certain advantages• Learn the most important steps in the negotiation process• Understand the role of power in negotiations (including the concept of BATNA)• Learn how to deal with deadlocks, Being able to avoid deadlocks and dirty tricks Unfair bias is the procedure by which a minority shareholder who becomes the victim of “unjustified” behavior by the majority shareholder can take legal action. But what constitutes unjust discrimination depends on the circumstances of this case. Often, the real problems that are negotiated and the relationships between the parties mix. When things get really bad, relationship problems can become a problem in conflicts. The circle of conflicts shows that relationship problems can become the main cause of conflicts. Good negotiators “separate people from the problem.” That is the purpose of the process. This is the goal of a conflict solver, to establish that trust, and what happens when two people meet, put problems on the table and are willing to work together to maximize their profits. So I enjoyed being part of this tutorial with you and look forward to next time. A number of strategies and tactics are used to make this process more efficient. A reformulation of interests could help guide the negotiations, bring an element of realism to the negotiations and remind the parties that a viable agreement should be reached that meets the needs of both parties. Recognizing the high turnover costs, many organizations have taken initiatives to leverage and manage different talents, and since conflicts can arise in the negotiation process, the emerging negotiation process consists of both the realization of common interests and a conflict management and dispute resolution exercise (for a famous negotiation case study, see also Managing Difficult Employees – Like Alex Rodriguez?).
If you are facing a conflict or crisis situation, your first step should be to assess whether you should try to negotiate to resolve the confrontation or whether you should make a dignified retreat – if possible. The safety of personnel and the civilian population should be a top priority. Do you need to negotiate to ensure security, or is withdrawal a better option? When conflicting parties communicate with the aim of reaching an agreement that reconciles their respective interests, this process is called negotiation. The perceptions we have about the dispute resolution process may change over time based on our experience in managing the conflict and with the other party. For example, a couple who are going through an angry divorce may become more cooperative over time for the benefit of their children. Instead of seeing your dispute as permanently intractable, try to think of it as constantly evolving. When negotiating alone, it is important to be aware of the different roles you will take on at different times. Also, most of the roles listed above need to be managed – negotiation is about thinking on your feet and keeping a very strong sense of perspective on where you are and what you`re doing. The other sideIt is important to monitor both your own BATNA and that of the other party during a conflict negotiation.
If the other side`s BATNA is strengthened by developments outside the negotiation process, its approach to negotiations may change. Any agreement that does not meet external standards will be considered unfair at a later date and could be compromised. This applies to inter-State and intra-State conflicts as well as intergroup or interpersonal conflicts. .