The other side It is important to monitor your batna and those of the other party during a conflict negotiation. If the other side`s BATNA is strengthened by developments outside the negotiation process, its approach to negotiation may change. You`ve probably all heard the story of orange. Two people are arguing about an orange — they both want it and are halving it when a wise woman comes by. In a few questions, she discovers that one wants to use the wood in the pie ice cream, while the other is thirsty and wants to drink the juice. So they are able to share the orange so that both get what they want. Harvard Professors Fischer and Ury`s Pioneer Book Getting to Yes have changed the face of negotiations around the world. They argue that the position-based negotiating approach is ineffective in solving problems and that the agreements thus concluded are often bad compromises for everyone – not to stick to them. If your results are similar to ours, negotiations should play a more important role in time allocation decisions, but you will rely on defined benefit measures to determine compensation. Compromise may even be the desired outcome if participants do not have opposing private or partisan interests, but only a disagreement. Take, for example, two parents who disagree on the best way to raise their children: Should John go to a private Christian school or a secular public school? Should Maria be allowed to go to this friend`s party? In any case, neither parent can convince the other; even so that they can solve the problem through a compromise that is not motivated by concerns other than the well-being of the child and a quick decision. Thus, the participants in the debate, who are unable to convince their interlocutors of the objective value of the proposals for action, are sometimes ready to seek a compromise that everyone may prefer as a second choice, but just and a lasting conflict. At the end of the day, the negotiations are about power.
The parties accept negotiated solutions because they do not have the power to earn whatever they want for one or more reasons. One party can strengthen its bargaining power by improving its BATNA or by weakening the batNA of the other party. A persuasive dialogue resulting from a mixed disagreement, consisting of several non-mixed disagreements, leads to what we call a „partial solution“ if some of their non-mixed disagreements are resolved, but not others. For example (result (iv) 🙂 Part A acts according to (1) and B (3) because, although the differences of opinion on b are resolved in favour of Party A, the difference remains unresolved. Another case of partial dissolution is one where (result (v) 🙂 Part B acts according to (1) and Part A according to (3). If you want to find a lasting solution to a conflict (i.e. if you want to resolve or transform a conflict), talking is the only option. Effective negotiations help you in the event of a conflict with the belligerents, on the ground and even within your own team. The purpose of the negotiation process is to reach an agreement.
This is the agreed outcome of the process and, in order for it to hold, it must be a strong agreement. Here are some ideas on what a strong agreement is. But is this way of negotiating negotiations the best approach to resolving conflicts or even the only way to achieve it? How to ask for a higher salary – How to effectively commit to higher wages while using inclusive bargaining strategies to create more value for your employer? Position negotiations are a test of will and place the result above the relationship. Being „nice“ is not a solution – it makes you vulnerable to someone who plays hard in a negotiating situation. In major multilateral negotiations, position negotiations become even more complex and negotiations become easier for a party that does not get what it wants.