Edited by: PON_Staff, filed in: Business Negotiations, Conflict Resolution, Daily, Dispute Resolution, Family Relationships, Financial Negotiations, International Negotiation, Negotiation, Personal Negotiations
 |
Adapted from “Framing a Negotiation to Foster Cooperation,” first published in theNegotiation newsletter.
Sometimes in negotiation, against all apparent odds, peace breaks out. Union leaders and management reach a last-minute agreement that averts a work stoppage. Litigants settle their differences as they mount the courthouse steps. Everyone breathes a sigh of relief and moves on.
But it’s worth considering what, exactly, tips a relationship from conflict into accord. In a study of Canadian workplace disputes, professor Jean Poitras of HEC Montréal asked participants in a mandatory mediation process what encouraged or discouraged them from cooperating with the other party in the initial session. The desire to find a solution to the conflict was the most frequently stated positive factor. Significantly, pragmatic considerations such as this were cited three times more often than “the need to maintain, reestablish, or improve” the relationship with the other side and five times as often as a party’s own willingness to “assume his or her share of responsibility” for the problem.
See more: http://www.pon.harvard.edu/daily/business-negotiations/when-peace-breaks-out/?mqsc=E06/22/10+7:30+AM
No comments:
Post a Comment