Conflict and Negotiation Communicating

Question: Discuss about theConflict and Negotiationfor Communicating. Answer: Introduction When people come together, differences are bound to occur. We come from different social backgrounds. We subscribe to different beliefs. We look at life from varying and diverse perspective. We may not have the same approach of communicating. Efforts to harmonize these differences can be a hard nut to crack. They lead to conflict hence the emergence of the need for negotiation. Solving conflicts is constructive. Therefore, for the interest of the smooth running of the activities, the company should adhere to applying proper and peaceful means to solving conflicts. One of those means can be negotiating. This paper offers an explanation on literature done on conflict and negotiation. We will begin by defining key concepts and conclude with application. Conflict For one to diagnose a problem there needs to be an understanding of what he problem is. In the same way, we need to know what conflict so as to reduce or eliminate it. Simply speaking, conflict indicates a difference as a result of peoples interaction (Hedges, 2015). This difference can be communicated both verbally and non-verbally. Conflicts occur in all communication contexts i.e. intrapersonal, interpersonal and group communication (Johns, 2016). From a personal perspective, it is a point one feels that his/her interests are being opposed by another party. From an organizational perspective, conflict is the result of opposing interests involving scarce resources, goal divergence and frustration (Ramsbothan, 2016). Being a result of interaction, conflict is normal. There are two types of conflicts; destructive and constructive conflict (Nuru, 2014). Constructive conflict is helpful. Normally it indicates on something missing. If that thing is provided, it can add value to the productivity of the organization. Destructive conflict often destroys what took a long time to build. It neither has a basis, nor goodwill intention at heart (Hedges, 2015). Conflict Management This is the stage where we try to harmonize our differences in so as to coexist peacefully with others. Conflict management is not a stag e, it is a process. It is not a one-time thing; it is continuous (Stamato, 2014). It is a collective role that needs everyones contribution. This is process creates a thin line between destructive and constructive conflict (Sumita, 2011). Many scholars have defined conflict management as the process of applying different strategies for the purposes of containment of conflict without necessarily solving it (Sumita, 2011). It may not solve a conflict, but forms a foundation for doing so. It is the process of eliminating destructive elements of a conflict. It provides a platform for solving a conflict on a neutral and peaceful basis (Ramsbothan, 2016). As mentioned earlier, conflicts can destroy in order to solve it; there has to be an elimination of the destructive elements. Eliminating destructive elements transforms the conflict into a constructive one (Thangarathinam, 2015). Conflict Resolution This term is closely related to conflict management. Many authors use them two interchangeably implying that they are synonymous but they are not. Conflict resolution refers to the resolution of the underlying incompatibilities in a conflict and mutual acceptance of each partys existence (Sumita, 2011). Conflict resolution can be both formal and informa (Vertino, 2014)l. It can either apply proper and designated principles or in an open and predictable process (Yuan, 2015). For the purpose of this topic, we will need to look at the distinction between conflict management and conflict resolution as put out by other authors. Conflict Management and Resolution Many researchers claim that conflict management is a tool for conflict resolution (Kalat, 2013). That is, to resolve a conflict we need conflict management. Some scholars have also argued that the two perform similar roles but on different levels. That is conflict resolution is meant to solve a current conflict so that business can move on as usual while conflict management solves deeper and underlying issues over a certain period of time (Jumbert, 2016). Negotiation Negotiations play a major role in both social and professional life. Without it, we may not end up fulfilling our needs. Different scholars have defined negotiation differently. It all depends on context. For the purpose of this paper, we will only look at how other authors have defined negotiation from a business or management point of view and in relation to conflict. It is a process where conflicting parties attempt to re- solve their divergent goals by redefining the terms of their interdependence (Vertino, 2014). This definition implies that negotiation is a one of the methods used in conflict resolution. Similarly, negotiation has been defined as using information and communication in order to arrive at a solution that is acceptable to all the parties (Hedges, 2015). Most negotiation process end up in a win-win situations hence many prefer it when solving a conflict (Juan, 2015). Conflict Process Model This section will offer an explanation of conflict life cycle. A conflict takes time before manifesting itself. A conflict process model contains different processes happening at different phase of a conflict. The process begins with sources of conflict. As mentioned earlier, a conflict occurs when we feel like our interests are being opposed by others and where there is competition for unequally distributed resources in an organization as well as differences in goal (Sumita, 2011). Conflicts are caused by incompatible goals, differentiation, interdependence, scarce resources, ambiguous rules and communication problems (Vertino, 2014). Consequently, conflict sources enable one to be aware of the existence of conflict hence the next stage of the process model is perception and emotions. Perceiving our interests and goals as being different from others causes and emotional reaction (Johns, 2016). Conflict perception and emotions lead to conflict manifestation. This is where we show the existence of conflict. People choose to exhibit conflict differently depending on its degree (Stamato, 2014). Conflict manifestation varies from non-verbal communication to aggressive and violent behaviours. Moreover, manifestation includes the style one employs to resolve a conflict (Hedges, 2015). The last stage of the model is conflict outcome. This is the end result of a conflict. The outcomes may be positive or negative and it all depends on how the conflict was handled (Sumita, 2011). Positive conflict outcomes may include team cohesion, better decisions and responsive organization while the negative outcomes may be distorted information, lower performance, employee turnover and politics (Sumita, 2011). Conflict Resolution through Negotiation Negotiations happen on a daily basis. Sometimes we do not even know that we are negotiating. To be a good negotiator, you have to have that right information. Also you have to learn to read people so as to know how to reveal information (Nuru, 2014). Chances are you do not want to reveal too much information and get less. Negotiation involves balancing making compromises for others needs (Johns, 2016). In resolving a conflict, negotiation undergoes through three major points: Initial offer point, target point and resilience (Miller, 2014). The initial offer point is the stage when a party communicates his/her offer to the other party. What follows is the target point where the communication about what is expected is made (Miller, 2014). The resilience point is the last stage of a negotiation process and it where a party will make no further concessions (Nuru, 2014). Theory of Conflict This theory states that tensions and disagreement grow when resources, status, and power are unevenly distributed between groups in a society, these conflicts become the agent of a social change (Kalat, 2013). This theory in Karl Marx work which focused on the causes and effects of class conflicts between owners of production means with capitalists and the working class considered to be poor (Kalat, 2013). Karl Max states that conflict rides on the existence of a powerful minority class and oppressed majority. This coexistence leads to a conflict in class because there is uneven distribution of resources. Face-Negotiation Theory It was developed by Stella Ting-Toomey. The general idea behind this theory is that the difference in handling conflicts can be part of maintaining a face in the society (Kalat, 2013). Face is identity, persona and public image (Nuru, 2014). Additionally, conflict styles differ depending on culture. This theory focuses on people from two cultures: Collectivist and individualistic cultures. The following are the central points of the theory: It is critical to comprehend the significance of face for a person and the need for maintaining that face. Collectivist cultures avoid or integrate conflict while individualistic cultures dominate conflict so as to maintain an independent face in the society. Status generates power. Stella then classifies conflicts into 5 categories based on the above factors. The first type is domination. It is an individualistic approach to decision making in conflicts through dominating or taking control (Kalat, 2013). Avoiding type of conflict style is a collectivist approach of not being involved in a conflict (Stamato, 2014). The next type is obliging which involves giving up on a conflict and it is used by collectivist. Compromising is an individualistic approach that involves negotiating in order to arrive at a solution (Kalat, 2013). Lastly, integrating which involves coming together to reach a solution (Kalat, 2013). This theory can be applied in interpersonal and group communication contexts. Diagnostic Tools Results I used three diagnostic tools namely: The Big 5 personality test, The Thomas Khilman Conflict mode Questionnaire and The Belbin team inventory. The Big Five Test showed that I am a relaxed person who finds it easy to express emotions and seek out new experiences. However, the test found that I am neither particularly social nor reserved. The Thomas Khilman Conflict Questionnaire showed that my strongest conflict resolution style can be compromising especially when collaboration and competition fails to apply in the set up. Lastly, The Belbin Team inventory showed that I am more of a complete finisher type of a person in a group. This means that I am goal-oriented and my focus is normally on accomplishing a task at whatever cost. Judging by the results from the three tools, I can say that they relate. When put together, they can describe my personality type and how I approach conflicts well. Being a finisher means getting rid of stumbling blocks to as to achieve a goal. To avoid wastage of time and resources, one can compromise others needs. Comparison to the Literature Review The diagnostic tools included variables that are important in conflict resolution. From the Thomas Khilman Questionnaire tool, I found that I am best at compromising. It is a technique discussed earlier in the process of negotiation where we are willing to forego some of our needs to accommodate others. In the same way, the diagnostic tools give a range of reaction to situations meaning that people react different to conflicts as mentioned in the literature review. From the Face-Negotiation theory we are told that the differences are due to cultural diversity. Judging by the way many companies are embracing the use of diagnostic tools tests alongside IQ tests, it means that they are quiet important. Apart from using them for personal discovery, they can also be used by others to know us for example potential employers (Woodhouse, 2014). Personality inventories serve a variety of purposes. First, they make people aware of their thinking, emotions and emotional make-up (Johns, 2016). Then, they teach people on the correlation between their actions and others reaction (Johns, 2016). Lastly, they enable people to regulate our emotions through cutting on the negative and reinforcing the positive traits (Sumita, 2011). These tests are valid for personality evaluation because they ensure that a set objective is achieved (Kalat, 2013). For example, Team work and Team roles inventory is used to determine a persons capability of working in a group set-up peaceful. Although these inventories are helpful, sometimes they only cause more harm than good. This is so in the employment field. These tools are subjective; they are based on someones understanding of something and not necessarily facts (Kalat, 2013). When hiring, the focus should be on what someone can do and not on what he/she feels at that particular time (Stamato, 2014). Therefore, it is unjust to use information gotten from these tests to judge on a persons potential. Areas of Improvement I found the diagnostic tools rather long and tiresome to take. For example, the Big 5 personality test has a total of 46 questions. To get accurate results one has to answer all of them. Since most questions area almost asking about the same thing, they should be combined into one. Shortening the tool length ensures the following: One has fun while conducting the test One takes enough time to think about a question before answering. One provides accurate answers The second area of improvement would be simplifying the scoring sheets and making them more comprehensive to the users. The basis of taking these tests is to be able to understand yourself more. You cannot gauge yourself if you do not comprehend the results well. Therefore I suggest that the tests scoring sheet be made simpler to interpret. There are a number of activities that can be used in Conflict and negotiation. In this section, I will highlight some of these activities and their importance. The first one is Training managers to be mediators. The main focus of this activity is using the top management of an organization to oversee on ways of reducing or toning down conflict related cases. As a matter of fact, more managers get several cases of conflict among the employees but consequently fail to address such cases because of their inability to do so. Proper training of these managers thus comes with hope of reducing conflict because, based on the knowledge from training, they will b in a position to solve the conflict. Benchmarking is another activity to be used in understanding conflict and negotiation. An organization can organize for its employees to go to a more established organization to study the interaction between employees within that organization. In this activity, the employees may learn from their fellows how to manage conflict and negotiation cases related cases. Similarly, clarification of roles can help a great deal in avoiding conflicts, especially the conflicts related to roles. Each employee should have hi/her roles clearly stated to avoid potential conflicts arising from roles of the employees. An organization should also conduct workshops aimed at enlightening the employees on the importance of conflict and negotiation. Experts should be invited to provide the right and useful information to the employees regarding the need for harmony and unity in the work places. This ensures that the organization members focus is on achieving the companys goals since the members will now when to resolve a conflict and when to apply negation as a resolution for the same. The last activity is holding or sending employees to conferences whose themes are related to conflict and negotiation. Conferences serve as a source of further knowledge that is supplementary to a persons qualifications. Most Conferences are conducted annually or on a monthly basis. A company may choose to hold its own conference. Many organizations have been brought to the ground because of failing to apply effective ways of solving a conflict. Therefore, an entity should channel enough resources towards the above mentioned activities so as to avoid the wrath of conflict and failing to effectively applying negotiation. References Hedges, K. (2015, June 5). How To Manage Conflict. Retrieved October 10, 2016, from Forbes: https://www.forbes.com Johns, G. D. (2016). Conflict Managementment and Peace Science. SageJournals , 20-45. Juan, A. D. (2015). The Ba'thist Blockout? Selective Goods Provision and Political Violence in the Syrian Civil War. Journal Of Peace Research , 20-30. Jumbert, G. E. (2016). 2016. Moving Media and Conflict Stuies Beyond CNN Effect , 15-30. Kalat, J. (2013). 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(2014). The Contemporary Conflict Resolution. Bradford: Bradford University Press. Yuan, W. (2015). Conflict Mangement in China. International Journal of Conflict Management , 20-30.