Communication - Crossing barriers towards conflict negotiation Introduction Understanding Conflict, Communication and Negotiation Given the increasing

interdependence between persons, groups, and organizations in contemporary society, the effective management of conflict has become an increasingly salient issue. If we begin with the notion that conflict negotiation is just one of many states in a relationship, we have a better theory about conflict and how to deal with it. All of us have a common understanding of conflict. It involves an individual or group actively opposing anothers values or goals. Kolbert (1992) defined conflict as a characteristic of human existence. It is part of the dynamic of life that drives us into the future. But it needs to be managed constructively. When associated with violence, destruction and killing, it is no longer a healthy part of living. Violent conflict solves few problems, creates many, and breeds more unhealthy conflict to come. Conflict has characteristics of its own, and it is possible to analyze its structure and behavior. When conflict is understood, it's easier to find ways to predict it, prevent it, transform it, and resolve it. Graydon (2003) noted that in understanding the conflict there must have an effective communication between parties acts as a vehicle for conveying and thereby affecting others motives underlying behavior. According to U.S. Army (1983), communication is the exchange and flow of information and ideas from one person to another; it involves a sender transmitting an idea, information, or feeling to a receiver Effectivecommunication occurs only if the receiver understands the exact information or idea that the sender intended to transmit. Many of the problems that occur in an organization are (Mistry, Jaggers, Lodge, Alton, Mericle, Frush, Meliones, 2008). Mccarthy (2002) underscored that good communication methods can dissipate a misunderstanding or disagreement and bring new facts to light, as well as give all parties the opportunity to voice their concerns and ideas for alternative resolutions and or negotiations. Negotiation on the other note is among the most frequently utilized modes of conflict resolution. Negotiation strategies are generally categorized as being either distributive or integrative. Research has shown that these differing approaches to negotiation frequently lead to vastly different behavioral and attitudinal outcomes. Cognitive explanations alone do not enable persons to fully comprehend norinteralize these distinctly different approaches to negotiation. Therefore, there exists a need to develop and utilize
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negotiation simulations to meet these objectives (Lyle Stuart 1980). Conflict negotiation is a back-and-forth communication process designed to anticipate, contain, and resolve disputes so that parties with some shared and some opposing interests can reach mutually acceptable solutions. Conflict negotiation refers to a voluntary, twoway communication in which parties involved control both the process and the outcome. Conflict negotiation involves five key components: the parties involved, the interests involved, the relationship between parties, the interactions throughout the negotiation process and the results achieved. Related Studies Direct and unassisted negotiations can and should be considered as the initial path to resolving disputes. When successful, negotiation is the most flexible and cost-effective approach to resolving disputes whether or not litigation is pending. The negotiation process, however, depends upon the parties' ability to communicate, their willingness to make concessions and their ability to recognize possible solutions. Especially in substantial commercial disputes, the barriers to resolution often are so significant that parties will not even attempt a negotiated resolution or often will reach impasse if they do attempt to negotiate. Certain barriers to resolution occur with some frequency. Beverly Hills: Sage, (1978) enumerated some common barriers to successful negotiation. 1. Viewing Negotiation As Confrontational -Negotiation need not be confrontational. If you are confrontational, you will have a fight on your hands. 2. Trying To Win At All Costs- If you "win" there must be a loser, and that can create more difficulty down the road. 3. Becoming Emotional- It's normal to become emotional during negotiation that is important. However, as we get more emotional, we are less able to channel our negotiating behaviour in constructive ways. 4. Not Trying To Understand The Other Person- If we don't know what the person needs or wants, we will be unable to negotiate properly. Often, when we take the time to find out about the other person, we discover that there is no significant disagreement. 5. Focusing On Personalities, Not Issues-. It is important to stick to the issues, and put aside our degree of like or dislike for the individual.
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6. Blaming The Other Person- In any conflict or negotiation, each party contributes, for better or worse. If you blame the other person for the difficulty you will create an angry situation. If you take responsibility for the problem, you will create a spirit of cooperation On the other note, in the study conducted by Humprey Taylor (2007) on The Not-So-Black Art of Public Diplomacy, he emphasized the different KEY PRINCIPLES of communication for effective negotiation. They are as follows; 1. Listen First "There's a saying among negotiators that whoever talks the most during a negotiation loses," says Bobby Covic, author of Everything's Negotiable! Being the first one to listen is crucial to building trust. Just getting the listening part of a negotiation right can satisfy many of the core concerns Shapiro cites. 2. Sit Down This signals to the other person that time will be spent to hear their side. Never ask someone to talk if there isn't enough time to listen. 3. Find Common Ground Approach the other person by talking about a neutral topic of mutual interestsay, baseball or knitting. It helps both parties relax and starts the flow of conversation. Transition to the problem by saying, 4. Move In Leaning in to the conversation indicates interest. Head nods also help in letting the other side know their thoughts are being followed. But constant nodding or saying "right" over and over will seem insincere. 5. Keep Your Cool Experts agree on ground rules for communicating problems no yelling and no walking away. 6. Be Brief Don't go on and on, says Billikopf. He also suggests avoiding words such as "we disagree," a phrase that throws a person to the defensive. 7. Forget Neutrality Trying to control your emotions usually backfires, says Shapiro. The other person can read anger and frustration in a wrinkled forehead or a tense mouth, and negative emotions ruin negotiations. 8. Avoid Empty Threats Intimidation can be powerfulbut use it sparingly. Empty threats will diminish the other person's respect for you. 9. Don't Yield Caving on important issues may seem noble, says Billikopf, but it ruins a relationship. "You're not asking the other person to consider your point of view," he says. Instead, look for compromises. Compromise is like stretching. Stop doing it and pretty soon there's no way to bend at all.

Crossing barriers through communication Studying the role of communication in negotiation requires some way to measure or assess the content of talk as it certainly affects the resolution of conflicts and disputes. Communication functions in negotiation to:coordinate outcomes, exchange information, intentionally and unintentionally; overtly and covertly, express strategic intentions and tactical actions, identify patterns of behavior and alters perceptions and expectations concerning the bargaining situation, relationship, process, and outcomes. Communication in negotiation focuses on the substantive issues, offers and counteroffers; proposals, demands, interests, procedural issues, the interpersonal negotiation relationship and intangible issues. Communication does not mean fighting and shouting, instead it is simply the exchange of ones ideas, thoughts and opinions with each other. One needs to have excellent communication skills for a healthy and an effective discussion. Communication is an art and one should master it to excel in all kinds of negotiation. The other person will never come to know about your thoughts and ideas unless and until you share it with them. One cant see your grey matter. Lot depends on how you speak. One should very sensibly convert his thoughts into a speech by carefully selecting relevant words. Be careful about your words. Utilizing effective communication skills can often bring about facts that were unknown or unclear to one or all parties. Taking the time to examine the problem or situation and analyze all the facts, as a team may be all that is necessary to resolve a dispute. One should never use derogatory sentences or fowl words in his speech. Understand the power of speech. The way you present your thought matters a lot. Dont speak just for the sake of it. Haphazard thoughts and abstract ideas only lead to confusions. One must speak clearly what he expects from the other person. Dont eat your words and try to confuse others. Your thoughts and ideas must be expressed clearly for others to understand well Conclusion When negotiating conflict, it is essential that you express your interests and needs clearly, understand the interests and needs of the opposition, and use your joint problem-solving skills to reach an acceptable solution. These assumptions set the stage, but the communication skills are essential. To be a successful negotiator, however, you must set aside negative preconceptions and objectively try to assess the different barriers that may hinder the effectiveness of negotiations. The nature of the conflict at hand your personal investment in the outcome of the negotiation process.You may be called upon to negotiate conflicts regarding issues that deeply
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concern you and involve your personal interests. This can make the line between managing your own feelings and reactions and managing the negotiation process itself difficult to distinguish. Your ultimate success as a negotiator, however, will depend on your ability to communicate and manage your feelings, reactions, and behavior in a disciplined manner while you simultaneously interact and negotiate with your opponents. Remember, the better the communication is the better the negotiation would be. Successful conflict negotiation does not just happen. People are not born good negotiators. Self-awareness, specific communication skills, knowledge of the technical content of the issues under discussion, and command of the negotiation process is all essential. For whatever kind of negotiation you face, sound and thorough preparation is the critical element for success. REFERENCES: Graydon,S. (2003). Made you look- how communication works, Toronto: Annick Press Humprey Taylor (2007) on The Not-So-Black Art of Public Diplomacy, Lyster, R. & Ranta, L. (1997). Corrective feedback and learner uptake: Negotiation of form in communicative classrooms. Studies in Second Language Acquisition, 19, 37-66. Mackey, A. (1995 MCaRTHUR,K.(2009) Communication Theories: Perspectives, processes and contexts New York New York: McGraw-Hill. Pinkley, R. L. 1990. Dimensions of conflict frame: Disputant interpretations of conflict. Journal of Applied Psychology, 75(2): 117-126. Putnam, L. L., & Holmer, M. 1992. Framing, Reframing, and Issue Development. In L. L. Putnam, & M. E. Roloff (Eds.), Communication and Negotiation, Vol. 20: 128-155. Newbury Park, CA: Sage Publications, Inc. Weingart, L. R., Thompson, L. L., Bazerman, M. H., & Carroll, J. S. 1990. Tactical behavior and negotiation outcomes. International Journal of Conflict Management, 1(1): 7-31.