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In today’s organizations conflict and power are important elements to the success of any company but can also create negative long term impacts if not addressed. Organizations require enough power within the leaders to get through conflict and enough conflict within individuals to create new innovations. Not all conflict is bad but when there is conflict individuals with power must assist in aligning conflict resolution to assist in understanding for everyone involved in the conflict. The need for successful conflict resolution is vital for employees so that they are capable of moving on and understanding why the conflict was overcome.

Power is never linked to price, but always to value.” Power in negotiations can be perceived or real which affects the final negotiation outcome. Generally all disputants have some power to an extent which is used to achieve a favourable outcome. It is unlikely the power balance stays consistent, power shifts throughout the negotiation process. Knowing how the power works and how to use power to achieve desirable outcome is important for successful negotiations. The notion of parity in power is vital in relationships between the disputants. The parity in negotiation is when one party perceives that the other party can oppose any form of power with dissimilar or similar form of power (Lewicki and Saunders et al., 1997). Power parity means there will be a balance in power positioning to some extent. The two different objective powers involving in the bargaining process are power depending on the lack of dependence and role power (Staff, 2013). The first power parallels to a disputants BATNA (Best alternative to a negotiated agreement). Going into a negotiation with strong BATNA means the disputant is less dependent on the other parties in achieving the desired outcome compared to having a weaker alternative. The second power is linked with the positions, titles or roles which grant power simply because of the control or authority they possess. This is often found in hierarchical organisations. Apart from the objective powers there is possibility of

Throughout the lecture and my prior knowledge, I identified that the influence tactics are obviously relevant to negotiation and they can be utilized in a variety of ways in negotiation. Looking back the activity, it enabled me to have a better understanding of these important techniques and skills as certain tactics my opponents and I may use were examined at the negotiating table.

The issue of power will always be present, however this needs to be addressed through building healthy trusting relationships between staff and service users and ensuring there are adequate reporting systems should this become an issue. Staff and service user belief and value systems can cause communication issues. It is important to put your own beliefs and values to one side and be open minded to others. If we rigidly place upon others our beliefs and values this will effect communication.

When two people take opposite sides on any particular issue in a dispute, they both often refuse to budge from their divergent viewpoints. Most likely outcome is a stalemate. If a solution is found then both will win. Negotiation interests largely relate to basic human needs. They are powerful influences in our decision making processes. Interests not only include those tangible desires which correspond to the specific problem at hand such as increasing sales or productivity. They also link to our more basic human emotions that are less obvious to the participants (Negotiations).

Consequently, negotiation is a process that can be approached in many ways. No matter what strategy we choose, success lies in how well we prepared. The key to negotiating a beneficial outcome is the negotiators’ ability to consider all the elements of the situation carefully and to identify and think through the options. At the same time, negotiators must be able to keep events in perspective and be as fair and honest as circumstance allows. Because a common ground or interest has brought the parties to the negotiating table, a negotiator can benefit by trying to capitalize on this common

Negotiation is one important part of both the professional and personal life in our everyday situations. It is critical for people to resolve disputes, distribute limited resources, and/or create something new that neither party could achieve on his or her own. Negotiations can range from coordinating project timelines with clients to asking for a raise to discussing holiday plans with family members.

It is a complex social process which already becomes part and parcel of our society.

While conflict can be a healthy part of an organization, conflict managed poorly has significant impact on an organization. What further exacerbates this issue is when there is an imbalance of power. This paper examines the relationship of conflict and power. It will address how imbalance of power can impede one’s efforts in managing conflict in the workplace. It will also identify ideas on how to integrate ways to mediate conflict into the culture. Lastly, the paper will use a case study to illustrate these concepts.

These include perception, emotion, and communication. Perception focuses on understanding the other side’s thought process and putting on their shoes to understand their point of view on the negotiation. This is often difficult as you are commonly defending your own standpoint but must be done in order to make sense of what is and is not an acceptable deal. The best way to do this is to step back and look at the issue objectively as if you were not involved. Emotion is also an important trait to be aware of as a healthy mindset promotes healthy negotiation. If both parties have a strong emotional attachment to the issue, the are more likely to battle one another than to work together to solve the problem. In order to support emotions, consider all of them as legitamate and try to be understanding of the other parties issues. Also, do not react to emotional outbursts as emotions on one side can often generate emotions on the other side and both parties may lose focus of the overall goal. Lastly, communication must be supported between both parties and should focus on talking to, hearing, and understanding the other party (Ury, 1981). It is important to speak to the other party in a way that is easy to understand and not send mixed messages. Say what you mean and mean what you say. Also, hear the other party’s concerns and actually focus on them without dismissing them to address your own needs. Also, be sure that all

A leader has a role that can impact others to be more operative in functioning to attain a common goal and maintain effective working relationships amongst group members (Johnson & Johnson 2012). This makes leaders in groups considerably important in shaping individuals (Johnson & Johnson 2012). However, conflict arises in groups and becomes difficult to manage when a leader and the followers lack the skills to manage conflict as a team (Johnson & Johnson 2012). Leadership and conflict resolution skills must exists between leaders and followers in order to manage conflict (Johnson & Johnson 2012). Also, it is possible for followers to teach leaders how to lead and resolve problems since followers can play an active role in building relationships amongst group members (Howell & Shamir cited in Johnson & Johnson 2012). Since followers and leaders both have significant roles in accomplishing the group goals, they both have a role to manage conflict effectively as a group (Johnson & Johnson 2012). This essay will discuss how leaders have an important role in managing conflict and likewise with followers having important roles in managing conflict. Conflicts, the various types of conflicts that happen in groups and the reasons behind the conflicts will be mentioned followed by approaches that can be taken to help manage struggles within groups. The methods can be used by leaders and followers in order to manage

little to no power. The different individual perceptions of power within a conflict can affect communication.

Whether it is at work, church or in our private relationships, negotiations are a necessary tool for reaching an agreement. They are made by discussing each parties point of view with the aim being to reach an agreement that is mutually beneficial. For the most part, negotiation is the process by which those people involved successfully adopt or abandon their respective position through the use of positional bargaining. There are different types of approaches for the negotiation process - some hard and others soft in their manner of approach. The desired outcome of

A ruthless, aggressive and cold blooded negotiation style is the framework approach most people have when it comes to negotiation,[6] a theoretical example of that is Adversarial Approach Style Negotiation.[6] But in reality, as mentioned by experts and researchers such as Fisher and Ury [3] it doesn’t have to be that way. As the world moves to more sophisticated platforms of communication, negotiation follows the trend and Problem-Solving Approach(citation) is in a way, the “antidote" of Adversarial Approach Style Negotiation. Getting to YES[3] suggest an Interest-Based Model for the use of Problem-Solving Approach. Interest-Based Model focus on separating the person (positional) from the problems (resolution) and then concentrate on the resolution. This way allowing for both parties in a distributive way to get the results they both want.

When entering into contract negotiations, the objective of each side is to obtain a contract of greatest benefit to their organization. This desirable outcome never happens by chance; it is always the result of careful planning. A critical part of this planning is understainding the role of power. This includes determining who possesses the power in bargaining, and establishing strrategies to bargain with individiuals who have more power than you. This power is needed to obtain the advantage in negotiating which will increase the liklihood of obtaining the goal (Lewicki, Saunders & Barry, 2011). Once in the heat of negotiation, it can be too late to try to catch-up on planning which failed to occur before the negotiation process began.