Communication is one of the most important and fundamental aspects of any company. Without proper negotiations with associates or competitors, it is impossible to properly set up work. Each person, due to innate and acquired psychological characteristics, knowledge and competencies, forms a unique set of difficult situations that he has to resolve, including through negotiations. Accordingly, during his life, a person accumulates a unique negotiating experience that differs from the experience of other people. However, several techniques can help to significantly improve this process.
Several key points about negotiation and conflict management can be distinguished from the article:
- Table of stakeholders;
- Outcome continuum;
- Correct appointment of people.
An essential step for any negotiations or proposals is compiling a table of stakeholders. Understanding who benefits from specific positions will make negotiation more effective and help achieve more goals (Tera & Georgiades, 2001). Compiling a stakeholder matrix means being aware of the existing barriers and trying to overcome them. Another strategy is related to the previous one and is called the outcome continuum. Each stakeholder needs to be placed on a plane from two directions, depending on their needs (Tera & Georgiades, 2001). The schedule is based on specific issues that are raised in the dialogue. Weighing the weight of the various actors who are interested in the case. Having learned the degree of influence of a particular person on an event, it will be possible to build a unique negotiation system.
From the point of view of interpersonal strife in the team, the author argues that an essential aspect of preventing this is primarily HR policy. How people are hired directly affects their work and, accordingly, their morale. If a person is not suitable for his position, he will be more prone to scandals and loud behavior in the company. Therefore, the correct distribution of personnel is the key to preventing conflicts.
Reference
Tera, A. & Georgiades, N. (2001). New tools for negotiators. The McKinsey Quarterly.
