Mastering Negotiation Tactics and Workplace Conflict Resolution

Advanced Negotiation Tactics

A. The Secondary Point Focus

The objective here is to shift the other party's attention to a supply point that is important to them but secondary to us. For example, if we want a person to work with the disadvantage that it is nocturnal, but we see that the candidate is focused on internal promotion opportunities of the company. We then focus on that point, which to us is less important than the nocturnal requirement.

B. Economic Conflict of Interest or Strategic Limitation

This tactic involves strategically limiting your own authority to pressure the opponent to lower their demands. You state that you are not authorized to accept certain proposals (even if you are) with the objective of having the other party lower their demands. For example, if a sales chief demands an increase of five points discount, the other party responds that they are only authorized for up to three points.

C. The Last Trick

When the negotiation is practically closed, a party tries to make a final demand for their own benefit. For example, after agreeing on a delivered price of a product, they demand that an additional amount be added for transport or packaging costs.

D. Package Deal Strategy

To offer a proposal in which there are competing demands, the negotiator should not present them in a block, but rather individually or strategically sequenced.

Essential Negotiation Principles

We must always remember the following key principles:

• Authority: Negotiate only with those who have the power to decide on the object in question.
• Timing: Take sufficient time, both to prepare the process and to postpone important decisions until the next day.
• Trust Building: Create a climate of trust, which is achieved if we know the names of our counterparts.

Substance of Negotiation

• Know the specific and essential objective of the negotiations.
• Be clear about your position, distinguishing between what is indispensable and what is negotiable.
• Be prepared to make some concession early on.
• Maintain flexibility.
• Collect data on counterparts to anticipate their positions.
• The purpose is not to seek personal confrontation with anyone.

Conflict Resolution Methods

• Conciliation: A third person, external to the opposing parties, attempts to help them reach an agreement.
• Mediation: A third party, unrelated to the parties, proposes potential solutions to the conflict.
• Arbitration: A third person solves the problem, and the parties are required to accept the solution (binding decision).

Defining Types of Conflict

A. Legal Conflict

This conflict arises from the differing interpretation or application of a rule or regulation.

B. Economic Conflict or Conflict of Interest

This occurs between different individuals or groups that have conflicting economic interests.

Two Frequent Causes of Workplace Conflict

• Conflicting interests and desires.
• Personal clashes.

Understanding Latent Conflict

A conflict is considered latent when certain subjects or groups are experiencing a conflict but choose not to expose or address it openly.

Variables Influencing Conflict Resolution

Two key variables influence the conflict resolution process:

• Time: If you have enough time, you can analyze more carefully the source of the problem and possible solutions.
• Risk: The risk associated with each potential solution must be analyzed, as risk assessment can tip the balance one way or the other in the decision-making process.