Conflict Resolution through Negotiation

Conflict Resolution through Negotiation

Instructions/Descriptions

Conflict Resolution through Negotiation

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Homework 1

Conflict Resolution – Negotiation

Respond to the thread below. It must be a minimum of 400 words in length.  In these responses you are to:

• Reflect upon what you’ve learned from another student’s Initial Thread.
• Tell us how it contributes to or furthers your understanding of this Course’s subject matter.
• Describe how you could apply what you’ve learned from another student’s Initial Thread in your work with clients either now or in the future.

Chapter 4: Power-Based Negotiation

“Interpersonal power refers to the capacity of individuals or groups to influence each other’s attitudes and behaviors” (Murdach, 2008). A person with interpersonal power skills can have a strong advantage in power-based negotiations (PBN). The PBN implies one party has power over the other, creates competition, and has no rules for fair play. As much as I do not think of myself as a power negotiator, there is use in the helping professional field. For example, in addition signing a behavioral agreement and acknowledging rules at the beginning of treatment, a client has been spoken with twice about repeatedly breaking rules or creating dangerous situations for others. Upon the third occurrence should I put the client on a behavior contract with specific expectations that if violated will result in administrative discharge from the program? I must examine my motives and determine if my behaviors are ethical which could include many variables. Does this client have the mental capacity to understand his actions and consequences or is he a bully? Has he made any progress? Should I be looking for a different level of care? Am I simply following my organizations standards or am I using my power?

“Power is related to how we think, feel, behave, socialize and orient ourselves” (Walch, 2012). Again, I see this as part of being mindful. Knowing and utilizing power-based strategies and tactics will empower me professionally and personally. Slide #9 of the power point lists persuasion strategies and in any form of negotiation persuasion can be useful, especially power based. I feel using reciprocity, scarcity, likeability, authority, consistency, and consensus would be allow me at times to get some sort of agreement. By “making something sweet to others” I can gain a bit of ground in the negotiation process. Keeping BATNA, or Best Alternative to a Negotiated Agreement, is powerful to me also. The stronger your BATNA, the stronger your negotiating power (p. 167). After all, negotiations can be long and arduous.

Chapter 5: Rights-Based Negotiation

“Rights-based negotiation (RBN) is an adversarial process in which each party tries to prove he is right in the sense of being accurate, appropriate, fair, or consistent with relevant rules and laws” (p.194). The pros and cons listed on slide #5 of the power point state RBN is just, fair, objective, rational, and civil. Cons are that it promotes relationship struggle, stagnates creativity, there is no win-win, and it leads to blaming. Like PBN it is adversarial, however power can’t be used due to laws prohibiting certain behaviors and encouraging others such as fair play and due process. Concessions are made but can be challenging due to morals, beliefs, and values.  RBN focuses on just finding a solution.

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Chapter 6: Interest-Based Negotiation

Interest-Based Negotiation (IBN) promotes collaboration in relationships to act in the best interests of all parties, not positions. Utilizing communication theory to openly share interests and social exchange theory where tangible and intangible resources can be utilized to alleviate conflict.   Rational decision-making theory where although people usually act in the best interests of self, they will be motivated to work with other parties’ interests because both will benefit, and this creates a win-win situation. Participants ask about each other’s needs, brainstorm options for the benefit of both parties, identify and apply objective criteria, identify, and resolve past miscommunication problems if they exist, anticipate future problems to get ahead of them, identify constructive strategies, consider alternatives, and obtain commitments.

The problem with IBN can be if the parties involved have strong emotions, distrust, fear, and/or anger. Emotions must be balanced with reason for effective IBN. Also, if core values differ significantly IBN may not be the right way to go. Observing cultural biases, having equal goals, and the desire to come to mutually satisfying agreement are necessary for IBN to be successful.

References:

Barsky, A. E. (2017). Conflict Resolution for the Helping Professions. New York: Oxford University Press.

Barsky, A. E. (2018, 8 30). Power Point.

Conflict Resolution through Negotiation

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