Business negotiations are increasingly acknowledged as a significant area of management processes relevant to the implementation of business strategies. In the rapidly changing environment of knowledge-based competition, organisations only succeed by virtue of effective negotiations and establishing long-term relationships among multiple parties involved in various business processes. The context of global expansion and mobility have additionally revealed the importance of business transactions across borders as fundamental building blocks of multinational organizations. This trend leads automatically to an increased need for more complex business negotiations in the international context and intercultural awareness by organisations and employees.
Business negotiations are increasingly acknowledged as a significant area of management processes relevant to the implementation of business strategies. In the rapidly changing environment of knowledge-based competition, organisations only succeed by virtue of effective negotiations and establishing long-term relationships among multiple parties involved in various business processes. The context of global expansion and mobility have additionally revealed the importance of business transactions across borders as fundamental building blocks of multinational organizations. This trend leads automatically to an increased need for more complex business negotiations in the international context and intercultural awareness by organisations and employees.
As a special form of non-verbal and verbal communication about a particular controversial aspect, the agreement in complex business negotiations may only be achieved if all negotiation parties have overlapping motives, interests, and the intention to resolve the contradictory views by finding a zone of mutual agreement.
The fact that negotiations refer to the process of interaction towards promoting individual goals and interests through joint actions allows to assume that both sides are aware of their intentions and willing to take part in a give-and-take collaboration to come to a mutual agreement. In this way, fragile cooperation between participants may collapse because of ineffective negotiating behaviour. That leads to misunderstandings of interests and positions of the other side and may end in conflict.
The phenomenon of conflict may be determined as a component of interpersonal interactions and a process in which parties that have opposing interests and views appear to disagree over some significant issues and try to prevent another side from accomplishing its goals.
Thus, conflict is an important aspect of bargaining, that may affect the final outcome of a negotiation. However, why do negotiators fail to eliminate conflicts even when compromise options are possible, and conflicts are likely to be long-lasting and costly?
Some questions to be considered during this essay are what are the underlying causes of negotiation conflict, taking into account personal preferences and cultural differences, and how to resolve negotiation conflict amicably.
To answer these intriguing questions, this essay has two main objectives: firstly, to investigate two-way relations between negotiation and conflict; and secondly, to summarize the achieved implications and provide suggestions on how to resolve negotiation conflicts.
When negotiators with different motives and interests try to find a consensus, the potential for disagreement about, for example, personal preferences, political and cultural differences, or organizational procedures, is always present. In many cases, managing negotiation conflict constructively may substantially reduce the waste of time, budget, and energy, and help one achieve the goals targeted. The first step, however, is identifying the nature and causes of these conflicts.
A thorough analysis of the various causes of negotiation conflict has shown that the sources of conflict may be divided into two groups: personal and organizational sources.
Personal sources of negotiation conflict often occur on the interpersonal level, and therefore, include multiple members.
Interpersonal conflict typically takes place between two individuals or an individual and a group of negotiators who are required to interact and have different values, interests, or negotiation styles. This type of conflict involves personal emotions such as pride, anger, envy, and especially frustration, leading to failure in achieving goals, possible disagreement, and, therefore, to negotiation challenges. Since this conflict is more related to personal differences rather than negotiation goals, the potential for negative impact is high. Thus, it may be detrimental to negotiators.
For example, a conflict between two negotiators that use opposite tactics and have different negotiation styles, influenced by the disparate personalities and cultures of negotiators – it is common that some labour negotiators try to use both integrative and distributive bargaining in the same negotiations. This type of conflict includes personal views and expectations about how negotiation should be structured. Moreover, one side may switch to a distributive strategy when the other is ready for integrative problem-solving. That leads to a direct conflict.
Negotiation conflicts triggered by cross-cultural differences are further associated with differences both in perception and in values and may become a factor in personal causes of conflicts. Negotiators from masculine cultures tend to be insistent and independent: a potential source of conflict when bargaining with colleagues from cultures that value cooperation and indirectness.
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- Yulia Ritter (Autor), 2020, Negotiation and Conflict Management, Múnich, GRIN Verlag, https://www.grin.com/document/1280741
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¡Carge sus propios textos! Gane dinero y un iPhone X. -
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¡Carge sus propios textos! Gane dinero y un iPhone X. -
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¡Carge sus propios textos! Gane dinero y un iPhone X. -
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¡Carge sus propios textos! Gane dinero y un iPhone X.