Negotiation and Conflict

Conflict and negotiation often go hand in hand. At times the negotiation can take place first and the conflict eventually surfaces out of a failed negotiation. Other times the conflict leads to negotiation to solve the differences and eradicate the conflict. It is imperative that negotiators have a positive attitude in order to be successful. They can view conflict as natural and constructive. Learning these skills can give you the strength and confidence needed to challenge others, and to start a positive negotiation.

Defence Mechanisms Used in the Negotiation Process

There are two ways to view how conflict can arise during a negotiation.

• A negotiator’s internal state will diametrically affect the communication between the parties at the negotiation table.
• The interaction that happens at the table will have a direct affect, on the negotiating parties.

Here are some of the most common of the defence mechanisms, used by negotiators in a conflict setting

• Denial – If we don’t think about it, it doesn’t exist or will go away.
• Avoidance – Just like it sounds, we know the conflict is there, but we don’t want to deal with it and make or find excuses to not deal with it.
• Projection – Permits us to deny our own faults by projecting these faults onto others.
• Reaction Formation – In this situation, a person might respond by adopting the traits or mannerisms of the person with whom they are engaged in conflict.
• Displacement – Rather than take our emotional reaction, such as anger out on the person we are in dissent with, we take it out on another person.
• Counter phobic – This defense entails our denying the anxiety we feel about the conflict, by becoming aggressive, confrontational, or carrying the proverbial “chip on the shoulder”.

Four Major Reasons Why People Engage in Irrational Behaviour

Several of the most common reasons why negotiators may act in an otherwise unreasonable manner include:

• Reflecting Blame – This allows an individual to place their own problems on the other person so they avoid altering their own behavior.
• Habitual Reaction – This response acts as a suitable retreat, so the individual can return to familiar patterns of behavior. This behavior becomes comfortable for them when faced with unknown situations.
• Provides a Measure of Excitement – Individuals suffering from depression, may also resort to a defensive response and use it as a stimulant to engage in conflict.
• To Gain Approval from Others – Acting defensively may also be used to receive moral support from others.

Measures to Change Defensive Posturing to Mutual Problem Solving

Once we comprehend the probable reasons or basis for the deadlock or conflict, we can take steps to eliminate defensive behaviour to find solutions.

• Cooperation is Key – We must understand that we cannot impose our own resolution on someone who is in a defensive pose.
• Two Way Street – For a mutually agreed solution to be found, the other party must be shown, they cannot impose their own proposal to resolve the matter.
• Both Parties Must Believe – If one or both parties do not possess any hope for a successful resolution, then cooperation is unlikely.
• Trust the Resolution – When a negotiated resolution is accomplished, both parties should abide by the agreement.

Understanding their Interests is Vital

• A person’s sense of identity, self-esteem, and personal security, are intangibles that are often intrinsically non-negotiable items. To break the defensive stance, we will need to assuage their inner issues and concerns by assuring them that we are keen to attend to their emotional interests. They are then prone to become more agreeable to working along with us.
• Conflict in negotiation may have a psychological basis that isn’t fully exhibited at the negotiation table. We have to employ effective communication to gain a deeper understanding of the fundamental reason behind this behaviour. An enabling atmosphere can only be created when both parties believe in mutual cooperation, and hope that the other party will concur to any agreement they reach. It always takes one party to take the proactive step for being collaborative. Negotiators must always endeavor to fully understand the real interests that are present behind the position.

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