Negotiating

 Proficiency Indicators:

The following are key indicators of proficiency in negotiation:

• Complies with all relevant laws and regulations concerning negotiation and bargaining.

• Demonstrates understanding of the needs, interests, concerns, and bargaining positions of all parties involved.

• Assesses ongoing progress toward a mutually acceptable agreement.

• Identifies ideal outcomes and monitors progress toward achieving them, knowing when to conclude negotiations appropriately.

• Maintains professionalism throughout the negotiation process.

• Makes reasonable concessions to support progress.

• Reaches mutually beneficial agreements in complex or high-stakes negotiations.

• Establishes clear boundaries and authority for negotiations on behalf of the HR function.

• Negotiates effectively with both internal and external stakeholders, especially in critical discussions.

Key Concepts:
Negotiation styles and strategies may include:

• Perspective taking

• Principled bargaining (interest-based or integrative bargaining)

• Auction-style negotiation

• Position-based bargaining

Negotiating for Mutual Success

Effective negotiation is rooted in collaboration—where both parties seek outcomes that meet their most important needs.

Competency in Action

An HR team is preparing to renegotiate a contract with a major HR software vendor. The team comprises a director, a senior manager, and a staff specialist. Together, they apply the Relationship Management competency to ensure a smooth negotiation process.

• The HR staff specialist establishes rapport with the vendor, communicates HR’s needs clearly, and gathers insights into the vendor’s goals. They also prepare the manager and director for productive meetings.

Conflict Resolution Modes and Reducing Unnecessary Conflict

 Conflict Resolution Modes

Exhibit 19 describes conflict resolution modes based on the work of Robert Blake and Jane Mouton. The five conflict resolution modes represent different ways of responding to two basic concerns: the task that must be accomplished and the relationships between the people in conflict.

                                             Exhibit 19: Conflict Resolution Tactics

Mode	Description	Comment
Accommodate (or smooth)	The leader restores good relations by emphasizing agreement and downplaying disagreement.	Useful when there is little time to be lost and movement forward is needed. It does not, however, address the root conflict. If the group continues, the conflict will probably recur.
Assert/ compete (or force)	The leader imposes a solution. One side wins and the other loses- hence the term "win/lose" conflict resolution.	Useful in a crisis because it resolves the issue quickly, also when authority is being challenged or when the impact on future relations with the group is minimal. Like accommodation, it does not permanently address the problem.
Avoid	The leader withdraws from the situation or accepts it, leaving the conflict to be resolved by others or remain unresolved.	Useful when the conflict will resolve soon without any direct intervention or when the conflict or relationship is not worth the time investment. Leaders should be aware that avoiding conflict can weaken their role in the organization and may damage the group by leaving a problem unresolved or allowing it to be poorly resolved.
Collaborate (or confront)	The leader and those in conflict accept the fact that they disagree and look for a "third way," a new solution to the problem of the conflict. Since both sides contribute to the solution, this may be seen as "win/win" conflict resolution.	Useful when the stakes are high, relationships are important, and time allows. (It does require time and strong interpersonal skills.) There is greater chance for an enduring, equitable, mutually satisfying resolution.
Compromise	The leader asks those in conflict to bargain-altering positions on different issues until a mutually acceptable solution is defined. The solution relies on concessions. For this reason, it is often referred to as "lose/lose" conflict resolution.	Useful for complex issues, when both sides are determined to win, and when time doesn't allow for true problem solving. Solutions may be temporary and only partially effective, but when strong personalities are involved, it does preserve the egos of all parties.

 

Taking an assertive or competitive approach typically means rejecting compromise. As a "win/lose" tactic, it aims to maximize your goals (win) at the expense of the other party's (lose). There are times when this might be the most useful or effective tactic to choose. For example, it can be effective if the other party insists on employing an assertive/competitive approach. Similarly, there are times when a firm hand during negotiations can bolster the reputation of a leader as strong and principled, for example, by refusing to bend on environmental protections. However, to insist on competing or asserting your own goals over others' will likely result in difficulties in the long run. One might develop a reputation for being difficult or impossible to negotiate with, and relationships and business will likely suffer. This can in turn cause the organization's culture to suffer, as morale and productivity drop. The important thing is to ensure that competitiveness doesn't change into something destructive or become the default. By understanding why others choose the tactics and strategies they do, conflict managers can defuse the negative aspects and consequences of competition and can work toward achieving a collaborative, mutually beneficial approach.

Managing Conflict

Conflict in organizations or between individuals is not inherently negative. In fact, it can sometimes lead to growth and innovation. However, persistent or poorly managed conflict can damage trust, undermine relationships, obscure shared goals, and hinder collaboration. From an HR standpoint, it can lower employee productivity, morale, and engagement, ultimately affecting retention. In more serious cases, unresolved conflict can increase the risk of legal issues or even workplace violence.

Competency Connection

One of HR's key roles is to help manage and resolve the diverse range of conflicts that may arise within a multicultural and multidisciplinary workforce. The following example highlights how HR can serve as a relationship facilitator using core behavioral competencies.

At a large resort in Las Vegas, the HR manager is mediating a dispute between the IT manager (from the Netherlands) and the food and beverage (F&B) manager (from Trinidad). The IT manager has refused to fix the F&B manager’s computer, claiming she has ignored his emails and shown disrespect. In contrast, the F&B manager believes her authority is being undermined when the IT manager sends long emails instructing her to fix the issue herself instead of assisting her directly.

Having worked with both individuals and reviewed their performance, the HR manager knows they are both capable and respected in their roles. During a follow-up meeting, she asks each party to adopt the other’s perspective. Though initially reluctant, the IT manager acknowledges that his emails may have been too long, explaining that his intent was to cover all potential IT issues. The F&B manager, after initially mocking the IT manager’s accent, concedes that she could have made a greater effort to follow the instructions despite her limited computer training.

Online Certificate Course - Leadership in Project Management for Development Organizations and NGOs

 Leadership is not a position or a title!

You don’t need a title or a degree to be a leader; anyone can be a leader when the situation demands it. In this course, you will learn about situational leadership and how anyone can have the opportunity to lead in times of confusion, difficulties, and challenges in the project. The course will teach you how to lead the team and project stakeholders to reach a common vision. The skills you will learn will include communication, negotiation, conflict resolutions, coaching, presentation skills, and many more.

Leadership skills are perhaps the greatest determinant of project success. Project managers must demonstrate leadership effectiveness throughout each phase of the project lifecycle.

This course explains the challenges and issues concerning effective project leadership and how to best meet these challenges. It evaluates various leadership theories and will help project leaders assess their own personal styles; describes motivational approaches and barriers to team performance and the stages of team development. In this course, you will learn how to best resolve conflicts and manage agreement, and how to enhance communications effectiveness. You will develop the necessary skills to get the maximum performance from every member of the team, know how to apply the methods of leadership that are most appropriate for achieving project success, and discover which forms of leadership and communication are best suited to the various stakeholders. You will learn techniques for resolving conflict and managing team issues, and gain a solid understanding of analyzing stages of team development and maximizing project team effectiveness.