Conflict is a fact of life, that comes and goes with the passage of time. It is a natural process that arises from a variety of objective and subjective situations that demand resolution. It occurs when two or more parties perceive their interests as incompatible, resulting in the expression of hostile attitudes or actions that may negatively impact the other parties involved (Schmid, 2000). Every conflict requires resolution through negotiation which is a back-and-forth communication process aimed at predicting, managing, and resolving conflicts. Its enable the shared and opposing parties to arrive at mutually acceptable solutions. Conflict negotiation is a voluntary, two-way communication in which the opposing parties have control over both the process and the ultimate outcome (Novak and Hall, 2000).
To pave the way for conflict resolution and management to take a positive turn, it is important to effectively address issues and problems while maintaining a positive perspective. Since negotiation plays a vital role in conflict resolution, it is crucial to thoroughly understand the perspectives of both parties, to demonstrate a genuine interest in conflict resolution, to possess negotiation skills, and to engage in conflict management. Conflict resolution and negotiation serve as the means to provide fair and accurate recommendations for any type of conflict by mutually agreeing on decisions and working towards shared goals and desired outcomes which are key components (Prasad and Tabassum, 2020).
De Forsberg and Reichenbach (2021) identified five approaches to conflict resolution:
Coercion – forcing parties to reach a conclusion through aggression and/or threats
Adjudication – deliver authoritative conclusion using the power of the legal system
Arbitration – involving an agreed upon third party to make decisions on dispute issues
Mediation – third party to assist parties in reaching a mutually agreement
Negotiation and bargaining – resolving the conflict through discussions and voluntary agreement/compromise
Failure to address conflict resolution and disagreements through denying, avoiding, or compromising may lead to many harmful effects. Firstly, it may steer energy away from crucial activities and issues that require attention. Furthermore, such avoidance or denial can lead to a decline in morale within the group or organisation. It has the potential to divide both groups and individuals, creating an environment where future support or teamwork becomes nearly impossible. Moreover, unaddressed conflict can result in irresponsible and regrettable behaviour which further complicates the work environment. Lastly, the damage caused by unattended conflicts can extend to the point of harming or even destroying working relationships within the organisation. Addressing disagreements proactively and positively is essential to alleviating these negative consequences (Novak and Hall, 2000).
The recommended steps for successful negotiation, as suggested by (Doye et al., 2013) involve a strategic approach that can be applied in various situations:
Separate the people from the problem at hand
Focus on interests rather than rigid positions
Create options for mutual gain and promote collaboration to satisfy both parties
Insist on using objective criteria for evaluating proposed solutions to ensuring fairness
Conflict negotiation encourages joint problem-solving that separates people from the problem in order to enable compassionate interaction. Building a relationship based on trust, understanding, respect, and friendship facilitates smoother future negotiations, emphasises accurate perceptions and clear communication. The focus on shared interests rather than winning or losing enhances efficiency, while keeping an open mind and being well-prepared allows for inventive options that benefit both sides and accelerates the negotiation process (Amgoud and Kaci, 2006).
References
Amgoud, L., & Kaci, S. (2006, January). On the study of negotiation strategies. International Workshop on Agent Communication, (p. 15). doi:10.1007/978-3-540-68143-4_11 · Source: DBLP
De Forsberg, S. P., & Reichenbach, R. (2021). Conflict, negotiation and perspective taking. United Kingdom: Cambridge Scholars Publishing. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwjWp76Uy9eEAxVBUUEAHVkcAxsQFnoECBIQAQ&url=https%3A%2F%2Fwww.cambridgescholars.com%2Fresources%2Fpdfs%2F978-1-5275-7128-0-sample.pdf&usg=AOvVaw1A6Q-pnLlM6yYLLFNjopcs&op
Doye, D. G., Love, R. O., & Hyer, T. R. (2013). Negotation strategies. Oklahoma State University, Division of Agricultural Sciences and Natural Resources. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwiDn9v11teEAxWaQkEAHQL4BccQFnoECBoQAQ&url=https%3A%2F%2Fshareok.org%2Fbitstream%2Fhandle%2F11244%2F49782.2%2Foksa_AGEC-0198_2013-02.pdf%3Fsequence%3D3%26isAllowed%3Dy&
Novak, K., & Hall, C. (2000). Policy toolkit for strengthening health sector reform. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwjXsKfjw9eEAxVAQUEAHTZPBE0QFnoECA0QAQ&url=https%3A%2F%2Fwww.urban-response.org%2Fsystem%2Ffiles%2Fcontent%2Fresource%2Ffiles%2Fmain%2Fpolicytoolkitforstrengtheningheal
Prasad, P., & Tabassum, L. (2020, August). The importance of negotiation and conflict management. Journal of Management and Science, 12, 15-19. doi:10.26524/jms.2020.2.4
Schmid, A. (2000). Thesaurus and glossary of early warning and conflict prevention terms. London. Retrieved from www.womenwarpeace.org/issues/prevention/docs/thes.pdf
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