Third Party Conflict Resolution Paper

Gina Blair and Daniel Trent cooperate and collaborate to achieve a common objective throughout their negotiation. A cooperative negotiation style is demonstrated as they combine their points of view regarding their clients concerns with outcomes to effectively solve the issues raised. The main focus of the negotiation is to reach an agreement rather than a continuous dispute. Accordingly, the conflicting objectives were resolved by compromises and solutions but forward by both Gina and Daniel. The negotiation style used between Gina and Daniel is described as principled negotiation where both parties jointly attack the problems arising to achieve a compromise.

At the same time, I also realized that the negotiation partners are not always having the conflict interests during the negotiation. In this case, for some of the issues, we actually have the same goals. So baring this in mind, in the future negotiation case, I would first seek the common goals for both of us first to create a win-win situation.

Negotiation is a fundamental form of dispute resolution involving two or more parties (Michelle, M.2003). Negotiations can also take place in order to avoid any future disputes. It can be either an interpersonal or inter-group process. Negotiations can occur at international or corporate level and also at a personal level. Negotiations often involve give and take acknowledging that there is interdependence between the disputants to some extent to achieve the goal. This means that negotiations only arise when the goals cannot be achieved independently (Lewicki and Saunders et al., 1997). Interdependence means the both parties can influence the outcome for the other party and vice versa. The negotiations can be win-lose or win-win in nature.

It would seem that the types of negotiators each of our characters took on also had a fair part in the way the negotiations played out. Bhand (2010) discusses the four types of negotiators. I don’t believe we see all four of the negotiation types displayed in this negotiation, but rather that Fontaine and Gaudin share the same negotiation technique while Hauptmann, and Zinnser take on very different methods to the negotiating. Let’s start with Fontaine and Gaudin. From the first visit between Gaudin and Hauptmann in December to the combined visit of Fontaine and Gaudin in March, Lewiski (n.d.) points out the factors of the established relationship between Pacific Oil and Reliant Chemical, and the thought of Fontaine and Gaudin that the negotiations will be without any real problems. This thought process, and the way it continues to drive the negotiation going forward falls into Bhand’s definition of a negotiator low on task orientation but high on relationship orientation. “They have a mindset that if the relationship with the other negotiator is ‘good’ then it will be easy to negotiate…rarely disagreeing with the other party, they want to please the other party by agreeing to most demands” (2010). This behavior is displayed over and over again with Fontaine and Gaudin in that they do not disagree with any of the Reliant Chemical demands outright, but rather they

A mediator has no legal authority to impose a settlement on the parties thus functions more as an invited guest who can be required to leave if one or both bargaining parties no longer desire the mediators continued involvement in the bargaining process (Holley, Jennings, & Wolters, 2012). A mediator 's primary function is to identify issues, explore possible bases for agreement, discuss the consequences of reaching impasse, and encourage each party to accommodate the interests of other parties through negotiation. However, unlike arbitrators, mediators lack

He has 25 employees, which he would like to keep employed. He has a home/investment property that he would like to hold onto until the housing market rebounds.

As nurses, it is imperative that we have skills to deal with conflict we encounter throughout the day. Some conflicts are easily handled with simple solutions; other disagreements can persist for weeks or even months and never be handled in a proper way to resolve the situation. The later kind of situation can create resentment, anger, and animosity between employees or colleagues. In this paper I will describe a conflict situation with resolution strategies used by the confronter, discuss other ways to resolve the conflict, and discuss the conflict theory most beneficial to use with a diverse group of people.

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

The TexasAgs oil company case study gave us insights on different aspects of a negotiation that can happen in real world scenarios. It elegantly portrayed the importance of having a BATNA, setting target and restriction points, impact of the fluctuating markets on the ongoing negotiations, downside of the emotional behavior, importance of having a third party member or mediator in the negotiation. The case illustrates that the negotiations should be based assumptions as they may or may not be right. Having facts and understanding the other parties true objectives and goals are truly essential in negotiation. It is a typical example of how the current power on one side can dominate and take complete advantage of their position.

The technique used in the attempt to resolve the conflict was negotiation by third parties

This paper will describe the problem that Pacific Oil Company faced as it reopened negotiations with Reliant Chemical Company in early 1985. Secondly I will identify and evaluate the styles and effectiveness of Messrs, Fonatine, Guadin, Hauptmann, and Zinnser as negotiations in this case. Finally I will outline what Frank Kelsey recommend to Jean Fontaine at the end of the case? Why?

Negotiating is the art of managing power. "A negotiator’s power may be critical for the quality of his or her success…" (Kim, Pinkley, & Fragale, 2005, p. 799). There are various sources of power as well as various way to control power and its impact in negotiations. In the case of Pacific Oil's negation with its long time Reliant customer, power was significantly unbalanced to the disadvantage of Pacific Oil and its negotiators. This resulted in Pacific Oil making numerous concessions to the advantage of Reliant. However, there were many actions which Pacific Oil could have taken to balance the playing field in their negotiations, but would have required strategic planning far in advance. Pacific Oil failed

To begin our analysis of conflict, it’s important to have a mutual understanding of conflict. A definition that seems to cover the ideas in this scenario well, is “an expressed struggle between at least two interdependent parties who perceive incompatible goals, scarce resources, and interference from others in achieving their goals” (Salsbury, 2016). To best address the conflicts revolving around the Dakota Access Pipeline, we chose to use “The Onion” tool, presented by Fisher et al.’s Working with Conflict; Skills and Strategies for Action. This tool provides an outline that really grasps the needs and wants of all involved stakeholders are allows for equal distribution of demands. As the name implies, The Onion tool is based off the idea

Conflict or disagreement over the range of issues has become inherent aspect of modern organisational life. People from different cultural and education background work in an organisation. People working in an organisation may possess different goal and interest. People working in organisation may tend to different over a range of issues including organisational politics, organisational procedure, personal preference or political preference. It is also argued that conflict is essential characteristics of organisational life. Role of manager is paramount with regard to negotiating the conflict that arises in organisational life (http://www.sagepub.com/). Often lack of

Consider how an imbalance between 'high power' and 'low power' parties might shape a negotiation process. How might an experienced mediator deal with this problem? Provide practical examples where appropriate.