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Conflict Management and its difference with dispute and disagreement.

Conflict Management and its difference with dispute and disagreement.

Conflict Management What is conflict? What is the difference between dispute, disagreement, and conflict? How can conflict be avoided by a leader? How can conflict be contained by a leader? Aft a conflict, what mechanisms are avail tins to normal.

Discord, disagreements, and change are normal parts of our everyday lives, plus the day-to-day lives for each firm, organization, and country.

Clash quality can be a means for 2 or more events to identify a calm strategy to a disagreement and this includes. The disagreement may be personal, financial, political, or emotional.

When a dispute arises, often the best course of action is negotiation to resolve the disagreement.

The goals of negotiation are:

To produce a solution that all parties can agree to To work as quickly as possible to find this solution To improve, not hurt, the relationship between the groups in conflict Conflict resolution through negotiation can be good for all parties involved. Often, each side will get more by participating in negotiations than they would by walking away, and it can be a way for your group to get resources that might otherwise be out of reach.

The main goal of negotiation with your opposition is to come to an agreement that benefits all parties.

Some other good reasons to negotiate are:

To understand more about those whose ideas, beliefs, and backgrounds may be different from your own. In order to resolve a conflict, you’ll need to look at the conflict from your opponent’s point of view and learn more about this person or group’s perspective and motivations. To ensure that your relationships with opponents continue and grow. If you make peace with your opponents, you increase your own allies in the community. Successful negotiations pave the way for smooth relationships in the future. To find peaceful solutions to difficult situations. Full-blown battles use up resources — time, energy, good reputation, motivation. By negotiating, you avoid wasting these resources, and you may actually make new allies and find new resources!

Conflict resolution is appropriate for almost any disagreement. Our daily lives offer plenty of opportunities for negotiation – between parents and children, co-workers, friends, etc., and as a result, you probably already have a variety of effective strategies for resolving minor conflicts. But for more serious conflicts, and conflicts between groups rather than individuals, you may need some additional skills. How, for example, should you structure a meeting between your group and your opponent? When should you settle, and when should you fight for more? How should you react if your opponent attacks you personally? Read on for more information on specific conflict resolution techniques.

Turmoil quality is suitable for virtually every disagreement. Look at all of the interests you have listed, for you and for your opponents, and look for common interests. Often both parties share many interests — for example, both groups may want stability and public respect.

Before you hold a brainstorming meeting, think carefully about how you’ll set up the meeting. Write a clear purpose statement for the meeting. Try to choose a small group of 5-8 people total. Hold the meeting in a different environment from your usual setting. Make sure the setting is an informal one where people feel comfortable and safe. Find an unbiased facilitator, someone who can structure the meeting without sharing his or her own feelings about the conflict.

To begin brainstorming, decide whether you want to brainstorm with your opposition, or with only your group. In either case, you will want to establish some ground rules.

Work on coming up with as many ideas as possible. Don’t judge or criticize the ideas yet — that might prevent people from thinking creatively. Try to maximize (not minimize) your options. Look for win-win solutions, or compromises, in which both parties get something they want. Find a way to make their decision easy During the meeting, seat people side by side, facing the “problem”– a blank chalkboard or large pad of paper for writing down ideas. The facilitator will remind people of the purpose of the meeting, review the ground rules, and ask participants to agree to those rules. During the brainstorming session, the facilitator will write down all ideas on the chalkboard or pad.

There may be times when, even with your perseverance and great will, you can not find an suitable resolution to the turmoil. You need to think about this possibility before you begin negotiations. At what point will you decide to walk away from negotiations? What are your alternatives if you cannot reach an agreement with your opponent?

It is important that you brainstorm your alternatives to resolution early on in the negotiation process, and that you always have your best alternative somewhere in the back of your mind. As you consider possible agreements with your opponent, compare them to this “best” alternative. If you don’t know what the alternative is, you’ll be negotiating without all the necessary information!

It is important that you discuss your options to solution in early stages in the negotiation method, so you generally have your best option somewhere in the back of your thoughts. Then, consider the pros and cons of each alternative. Think about which alternative is realistic and practical. Also think about how you can make it even better.

Simultaneously, don’t neglect to place yourself in these shoes of your own opposition. What alternatives might they have? Why might they choose them? What can you do to make your choice better than their alternative?

Roger Fisher and Danny Ertel refer to this option your BATNA — Greatest Substitute For a Negotiated Contract. You can read more about BATNA in their book Getting Ready to Negotiate.

Up to now, we’ve talked about how to negotiate by using a fairly affordable rival. However, you need to be prepared to negotiate with all kinds of opponents, both reasonable and unreasonable. What if your opponent is more powerful and influential that you are? What if they refuse to meet or talk with you?

All of these situations are stressful, and intended to put extra pressure on you to make a quick decision in the opposition’s favor. When a situation like this takes place, stay calm and go slow. Don’t get angry or make a rushed decision. Instead, talk about the pressure tactic without judging.