Discussion Of Dimensions Of Negotiation In Your Course Text

Discussion Dimensions Of Negotiationin Your Course Text Bernard Maye

Discussion: Dimensions of Negotiation In your course text, Bernard Mayer defines negotiation as "an interaction in which people try to meet their needs or accomplish their goals by reaching an agreement with others who are trying to get their own needs met" (p. 214). The challenge of negotiation is evident in the definition because it can be difficult to meet the needs of two parties who have conflicting needs. Negotiation is one form of conflict resolution. Your course text provides details about two sets of approaches to negotiation. The first set is distributive and integrative. (Your course text addresses these under the section titled, "The Dimensions of Negotiation," and refers to them as "dimensions" and/or "approaches," while the course uses the term "approaches").

Distributive and integrative approaches refer to the structure of the negotiation. With distributive negotiation, one party gains more than another as a result of the negotiation. This approach often is often considered to be a win-lose approach. Integrative negotiation, on the other hand, results in both parties meeting their needs to at least some degree, thus being considered a win-win approach. The second set of approaches is, in your course text, termed "positional" and "interest-based." Rather than reflecting the structure of a negotiation, these labels refer to tactics and attitudes.

In positional negotiation, the focus is on proposed solutions the involved parties already have in mind. In interest-based negotiation, the focus is on the needs of the parties and solutions are sought to address these needs. Positional negotiation often is equated with a distributive approach. Interest-based negotiation is often equated with an integrative approach. The approaches and sets of approaches may overlap in practice, and multiple approaches may be used at different times during the same negotiation.

Roger Fisher and Daniel Shapiro, co-authors of Beyond Reason: Using Emotions as You Negotiate, suggest that negotiators focus on five core concerns: appreciation, affiliation, autonomy, status, and role. Addressing appropriate concerns helps parties to experience positive emotions which may lead to a successful outcome. Note: Keep in mind, as stated in the Course Introduction, concepts are used and defined differently in the field of conflict resolution. To prepare for this Discussion: Review the assigned pages of Chapter 5 in your course text, The Dynamics of Conflict Resolution. Focus on emotional resolution. Review Chapter 8 in your course text, The Dynamics of Conflict Resolution, and pay particular attention to the approaches of negotiation (distributive, integrative, interest-based, and positional).

Review the article, "Address the concern, not the emotion." Note the emotions that arise from each concern. Review the article, "DRT Interview: Roger Fisher and Daniel Shapiro on Negotiating," paying particular attention to the role of emotion in negotiation. Consider the approaches of negotiation and the core concerns that may contribute to positive negotiation outcomes. Think of an intergroup conflict with which you are familiar. Consider how you might use a negotiation approach to apply one or more dimensions of negotiation to facilitate the parties to move beyond their positions. Reflect on how core emotional concerns could be taken into account to help resolve the conflict that you have selected.

Paper For Above instruction

Negotiation, as defined by Bernard Mayer, is a dynamic process where individuals interact with the aim of meeting their respective needs or goals through mutual agreement, despite often conflicting interests (Mayer, p. 214). The inherent challenge lies in balancing conflicting needs and interests, making negotiation a pivotal form of conflict resolution. Understanding the different approaches to negotiation helps practitioners choose strategies that best facilitate constructive outcomes. This paper explores the dimensions of negotiation, emphasizing the structural and tactical distinctions, the role of emotions in negotiation, and how these factors can influence conflict resolution, especially in intergroup conflicts.

Dimensions of Negotiation: Structural Approaches

The primary structural approaches to negotiation are distributive and integrative. Distributive negotiation, often characterized as a zero-sum game, involves parties vying over a fixed resource, with one party’s gain typically at the expense of the other. This approach aligns with a win-lose paradigm, emphasizing positional bargaining and often leading to compromised relationships. Conversely, integrative negotiation seeks mutually beneficial solutions that satisfy the needs of all parties, promoting a win-win outcome. It emphasizes collaboration, the identification of underlying interests, and creative problem-solving (Shell, 2006). Recognizing these differences allows negotiators to adapt their strategies according to the context and desired outcomes.

Tactics and Attitudes: Positional vs. Interest-Based Approaches

The second set of negotiation approaches distinguishes between positional and interest-based tactics. Positional negotiation revolves around fixed proposals that parties advocate, often leading to rigid stances and contentious interactions (Fisher & Ury, 1981). In contrast, interest-based negotiation concentrates on understanding the underlying needs, concerns, and motivations, fostering open communication and empathy. This approach aligns with integrative strategies, emphasizing flexibility and joint problem-solving to address core interests rather than entrenched positions (Fisher & Shapiro, 2005). In practice, effective negotiators switch between these approaches depending on the context and phase of negotiation.

The Role of Emotions in Negotiation

Emotions significantly influence negotiation processes and outcomes. Fisher and Shapiro's framework highlights five core concerns—appreciation, affiliation, autonomy, status, and role—that impact emotional states during negotiations. Addressing these concerns can foster positive emotions, leading to increased cooperation and creative problem-solving, thus improving the likelihood of successful outcomes (Fisher & Shapiro, 2005). For example, feeling recognized (appreciation) or valued (status) can reduce defensiveness, enabling negotiators to focus on interests rather than positions. Recognizing and managing emotions is crucial for conflict resolution, especially in high-stakes or intergroup conflicts.

Applying Dimensions to Intergroup Conflict

Consider a longstanding intergroup conflict, such as tensions between different ethnic communities in a multicultural society. Applying a combination of integrative negotiation strategies and emotional awareness can facilitate dialogue and resolution. Negotiators should focus on understanding the core concerns—respect, safety, recognition—and address the emotional needs underlying these issues. Utilizing interest-based approaches allows conflicting groups to uncover common interests and pursue solutions that satisfy multiple needs, such as shared community projects or cultural exchanges. Gentle acknowledgment of emotional concerns, like feelings of marginalization or fear, fosters trust and openness (Kriesberg, 2007).

Conclusion

Negotiation involves complex interplay between structural approaches and tactical attitudes, heavily influenced by emotional dynamics. Recognizing when to employ distributive or integrative strategies, and being attentive to core emotional concerns, can enhance conflict resolution efforts. In intergroup conflicts, a nuanced approach that integrates both dimensions—structural tactics and emotional intelligence—promotes understanding and sustainable peace. Effective negotiators must cultivate awareness of emotional concerns, use appropriate approaches, and foster positive emotions to guide conflicting parties toward mutually beneficial solutions.

References

• Fisher, R., & Ury, W. (1981). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Fisher, R., & Shapiro, D. (2005). Beyond Reason: Using Emotions as You Negotiate. Penguin Books.
• Kriesberg, L. (2007). Constructive Conflict: From Resolution to Transformation. Rowman & Littlefield.
• The Dynamics of Conflict Resolution. Jossey-Bass.
• Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin.
• Ury, W. (1991). Getting Past No: Negotiating in Difficult Situations. Bantam Books.
• Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
• Raiffa, H. (1982). The Art and Science of Negotiation. Harvard University Press.
• Neale, M. A., & Bazerman, M. H. (1991). Negotiation. Lexington Books.
• Kolb, D. M., & Putnam, L. L. (1992). The_surface(Surface) of Conflict Analysis. Sage Publications.