Dimensions Of Negotiation

Negotiation has been an intensely studied and researched topic in the field of business, politics and psychology since past many years. The importance of dialog stems from the concomitant that it is an inter-personal wreak of communication that involves the principle of direct approach to individuals. With increasing realisation of communication as a premier engaging strategy in fight re effect and ensuring smooth organizational affairs, a critical parametric quantity for success and growth in todays environment, negotiation has gained immense emphasis and focus.Although negotiation is a die of communication strategy, today it has emerged as an independent communication system with its own operatees and life cycle. The major(ip) dimension of negotiation include, negotiation as a process of divergence management, negotiation as a inter-personal process, architecting the process of negotiation, and third party negotiation. Among these , the two major dimensions of negotiati on are conflict management and third party intervention.Negotiation and conflict management . Negotiation, as a part of managing conflict, requires interested parties to trade proposals for solving that include, out of court villages, business contracts, collective bargaining contract etc (Womack, 1990, 32). As Womack further elaborates, generally the process of negotiation proceeds through motives that are both competitive and cooperative.The approach of communication in the entire process of negotiation is adverted with the messages that are transferred among negotiators and the concerned parties. Communication intervenes in the process of negotiation through its both verbal and nonverbal forms and constitutes the entire strand on which the goals and terms of the bargain are negotiated. Communication plays the central type in non only developing the relationship among the parties in conflict, provided also in determining its direction.It is also central in all form of barg aining process, whether the bargaining is done for organizational form of conflict management, involves conflict resolution, negotiation on legal agreements or for negotiation in inter- company an intra group conflict. The entire role of communication in negotiation processes and strategies is kinda vast and it ranges from defining the conflict issues, selection and implementation of strategies to poseing and defending the executable alternatives and finally helping in reaching on a solution (Womack, 1990, 35).In several studies on communication research, especially those involving game theory, communication was not considered central to the process of negotiation. Experiments showed that even when bargainers and negotiators resorted to communication, it was more for threatening than cooperating and collaborating. Womack quotes Deutsch (1969) to inform that butt in 60s communication was considered as an unreliable approach in settling conflicts through negotiations.Moreover, th ere were fears that poor communication forms could result in misinformation, errors and practicable negative outcomes. There was an additional perception that owing to competitive natures of negotiations, effective and open channels of communication were not realizable. Some of these findings hold validated in disputes, particularly that are distributive in nature and concern with business and marketing segment, it has been nonetheless observed that where the goal is to achieve coordinated goals, a problem solving approach works in clarified way.Womack (1990) further cites Lewicki, Weiss and Lewin, (1988), Fisher and Uri (1981), Lewicki and Litterer (1985) and Walton and Mckersie (1965) to state that negotiator resort to apply multiple formal and informal communication channels to redefine the issues, present analysis of causes that offer difficulties in resolving the conflict and finally, through communion of information and assessment of needs, help to identify the complet e range of possible alternatives and solutions that are acceptable to mutual interests and needs of each party in the deal.These approaches lead to negotiation strategies that involve greater participation by contrary parties, positively contributing to the increased chances of success in reaching settlement through more alternate solution.Some of the communication strategies adopted during negotiations on the group and organization levels in managing conflict include use of fantasy themes, informative themes, and stories and rituals that provide scapegoats to the involved parties and give them external reasons to come out with excuses, reasons and justifications to withstand each others behavior, thereby preventing the chances of negotiations being stalled (Womack, 42).It is of first importance that a mediator should present a completely neutral and simple image before the conflicting parties to win their confidence and trust in the ability of mediator to help in achieving poss ible outcome in conflict. The communication skills of mediators should present them as individuals free of gender, racial or heathenish biases. Along with this, successful mediation also requires listening skills on part of the mediator. It helps mediator to understand the current position of each party in the conflict as well inspire them with confidence in the disinterest of the mediator.