Organisational transformation Singapore

Managing Negotiation Conflicts

Avoid these Situations

Conflicts arise in negotiation when parties involved perceive their goals to be incompatible. To manage them, Managing Conflict by L. Greenhalgh that was printed in the Sloan Management Review provides a rubric that breaks down conflict into “Difficult to Resolve” and “Easy to resolve” depending on the dimension of conflict involved.

“Difficult to resolve” conflicts entail matter of “principle” conflicts that at the core of it lies differences in values and ethics. Large stakes involved thus suffer big consequences, zero sum interdependence and single transaction (meaning there is no past or future in these negotiations), all falling under conflicts that are difficult to resolve. Weak and disorganized parties, no presence of a neutral third party and an unbalanced perceived progress of the conflict (where one party feels more harm while the other wants to maintain control) are also deemed as leading to conflicts that are difficult to resolve.