Page 288 - DMGT519_Conflict Management and Negotiation Skills

Conflict Management and Negotiation Skills

Notes definitions of fairness held by the other party and engage in a dialogue to reach consensus on
which standards of fairness apply in a given situation.
Moreover, negotiators are often in the position to collectively define what is right or fair as a
part of the negotiation process. In most situations, neither side holds the keys to what is absolutely
right, rational, or fair. Reasonable people can disagree, and often the most important outcome
that negotiators can achieve is a common, agreed-upon perspective, definition of the facts,
agreement on the right way to see a problem, or standard for determining what is a fair outcome
or process. Be prepared to negotiate these principles as strongly as you prepare for a discussion
of the issues.
Continue to learn from the experience: Negotiation epitomises lifelong learning. A good
negotiator continues to learn from the experience- as he knows there are so many different
variables and nuances when negotiating that no two negotiations can be identical. These
differences mean that for negotiators to remain sharp, they need to continue to practise the art
and science of negotiation regularly. In addition, the good negotiators take a moment to analyse
each negotiation after it has concluded, to review what happened and what they learned. We
recommended a three-step process:
(i) Plan a personal reflection time after each negotiation.

(ii) Periodically “take a lesson” from a trainer or coach.
(iii) Keep a personal diary on strengths and weaknesses and develop a plan to work on
weaknesses.
This analysis does not have to be extensive or time-consuming. It should happen after every
important negotiation, however, and it should focus on what and why question: What happened
during this negotiation, why did it occur, and what can I learn? Negotiators who take the time
to pause and reflect on their negotiations will find that they continue to refine their skills and
that they remain sharp and focused for their future negotiations. Moreover, even the best
athletes – in almost any sport – have one or more coaches to “take a lesson.”
Negotiators have access to seminars to enhance their skills, books to read, and coaches who can
help refine their skills. This book should be seen as one step along the way to sharpening and
refining your negotiation skills, and we encourage you to continue to learn about the art and
science of negotiation. We wish you the best of luck in all of your future negotiations.

Self Assessment

State whether the following statements are true or false:

8. Two ways to develop trust quickly are to reveal your BATNA and allow the other party to
determine the ground rules of negotiation.
9. Trust and distrust are not just two sides of the same belief because trust or distrust relies
upon one’s belief in the “virtuous” or “sinister” intentions underlying the conduct.
10. An unethical negotiating gambit called the “planted information” is when one side leaves
something in or out of as final bargain advantageous to their opponent, only to “discover”
it later and insist that it be taken out.
11. Trust plays a significant role in successful negotiations because all negotiations involve
some level of risk and to be motivated to agree, the parties must believe each will perform
their bargain.
12. Deterrence based trust, formed when you believe that someone else is trustworthy because
there is a severe penalty if the person does not perform, is an example of intense trust.

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