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I believe that Conflict Management is a systematic process in developing negotiation strategies.
When dealing with conflict management this simply involves negotiating and implementing
new ideas and strategies that can limit the ability of negative impact of conflict that can create
a positive reinforcement when developing and implementing conflict management strategies at
a level of equal to or higher level of where the conflict arise. I believe that everyone is different
in means when it comes to personalities, egos, attitudes, and background knowledge when
dealing and negotiating with conflict management. I realize that conflict is all around in every
culture, nation and in every part of the world in which people live in. However, the basic
conflicts that arise are when two or more strongholds, values, perspectives and opinions that
have or have not been reached due to an unsettlement of understanding and negativity within
negotiations. In the real world, it is understood when it comes to people dealing with
negotiations they have a tendency to label others by their temperaments and behavioral
expectations. I find that while reading chapter 5, Barbara A. Budjac Corvette makes some good
points regarding people͛s temperaments and personality differences when it comes to
negotiating management conflict.

However, in chapter 5 Barbara goes deep within the crust of management conflicts by simply
stating that your personality affects your negotiating temperament due to ͞much complexity
and diversity that can be understood by understanding and studying the basic interaction
temperaments͟ (p.73). I find as you go through life you often see people categorizing others on
a regular basis due to their imperfections, and personality differences. I often find that people
in the world that we live in can be rude and disrespectful because it is of the human nature to
sometimes think that you better than someone else. Nevertheless, you will find that people͛s
perceptions and behaviors have a tendency to get into the way of life when interacting with
others when it comes to negotiating with an interest and a purpose. When people are dealing
with negotiations, they often find a person categorizing others that affects and reflects on a
person͛s state of mind and their livelihood so like Barbara States that, ͞Often, we label people
quickly͟ (p.73).

I think that Barbara makes a good point when she states that, ͞we conduct ourselves
accordingly in an effort to maximize our satisfaction and happiness͟ (p.74). I find that this
statement is so important, because everyone has a reputation to uphold in life. Therefore, if
more people would take the time to smell the roses and or look deep within the stainless glass
then people would be more willing to look beyond the horizon to find the positive interests in
people, instead of looking at the negative insecurities. So in other words if people would simply
go beyond their expectations of others and look within the interests of others, I am sure they
will find a positive negotiating outcome. So I think in general we need to be careful what we
speak and not over generalize others due to their imperfections, personality traits, and
behavioral temperaments. I find that Barbara once again makes a great point when she states,
͞there are no good or bad personality types͟ (p.74). She also states, ͞Typecasting is a method
to celebrate and creatively use differences between people͟ (p.74). So it is important to
understand the diverse interactions and temperaments in others when developing negotiation
strategies and determining a positive result with conflicts of interest. I find this section very
interesting because Carl Jung bases preferences on a psychological theory. He states, ͞there are
four key areas of personality: extroversion/introversion, sensing/intuiting, thinking/feeling, and
judging/perceiving (p.74). He also states, that with ͞those four possible combinations of
preferences creates sixteen personality types͟ (p.74). I find that very interesting and intriguing
because I did not realize there are so many types of personalities and preferences that people
possess. However, Barbara breaks the four key areas of personality and preferences when it
comes to negotiating effectively and efficiently. However, these four elements of personality
types that Barbara states, ͞harmonizer, controller, pragmatist, and action seeker͟ are just a few
personality types (p.76-79). Therefore, I admit that I do not always see the big picture at large
because I am more of an action seeker. I am also not very good on focusing all my attention to
details so I really do not know where that puts me with the personality types. However, I do
not like control so I would not think I would have the controller personality type. I think that the
personality types really depend on what kind of issue or negotiation your involved in that can
bring out that personality type. Therefore, when it comes down to it people can be in any of
these personality types and styles within any given state of time when it comes to their stress
level.

However, when I read Chapter 6, Barbara speaks about the communication process while
negotiating. It is important in any negotiation, that people understand the communication
process as well as understand how to listen effectively, efficiently and learn the importance of
filtering communication techniques when negotiations take place (p.85). I find that
communicating with other is very important because it is a skill, which is used every day to
communicate with others. I find that Barbara states in Chapter 6, ͞Communication is essential
for negotiating success. Nevertheless, Barbara explains in detail that ͞effective communication
has four categories that generalize the following: listening, speaking, filtering, and watching.
These are what you call principles of effective communication͟ (p.86). However, she also goes
further on and analyzes the communication process by categorizing the subprocesses in the
following steps: The source, encoding, the channel, decoding, and the receiver (p.87). These are
all parts of the communication process. When you communicate effectively, the receiver replies
back with some feedback in order to confirm that he or she has received the communication in
general.

However, the communication process can be easy or difficult depending on the amount of
people that are negotiating. This means it could have a great impact on the complexity of the
negotiation. I find that it takes great knowledge, and skills when building up your
communication and negotiation skills because people have to recognize and learn how to
interact with others and how to react to opposites and how opposites react to you (p.90). This
is very interesting because it takes different people to interact and react in any situation when
it comes to negotiating conflict. I find that feedback goes hand-in-hand in everyday life when
you are negotiating or not, feedback still happens. However, in chapter 8 it goes even deeper
with interests and goals when it comes to negotiating because four types of goals take place,
which forms the GRIP strategy (Corvette, Interests and Goals in Negotiation, pp.11). This is most
interesting because the (G in Grip) stands for ͞Gain Aspirations͟ and the (R in Grip) stand for
͞Relationship Goals͟ and the (I in GRIP) stand for ͞I Goals͟ and finally the (P in GRIP) stand for
͞Process Goals͟ (p.111-114). However, Corvette makes it simple and clear that people have to
learn how to identify those types of interests and goals that affect the relevance in
negotiations. Doing so will provide a great impact on the parties lives and the lives of other
while gaining a positive verdict in negotiating. But in Chapter 9 through Chapter 12 Corvette
talks about cultural expectations, personality differences, perception in attitudes and effects of
power and principles of persuasion that are important factors when it comes negotiating with
people from around the world. However, after reading through chapter 12, I had realized that
there is so much to take into consideration when it comes to people negotiating. Power and the
effects of negotiations can go hand in hand as well as persuasion of interest can create a
positive or negative attitude and perception on the parties that are negotiating their interests
while communicating efficiently and effectively.