Resolving conflict through 'win-win' negotiating

Article Abstract:

The object of negotiating is to resolve conflicts constructively. The best negotiators are not 'hard' or 'soft' bargainers, but those who take an integrative approach to negotiation. The integrative solution stresses collaboration over competition, recognizes the legitimacy of each party's needs, and attempts to establish a spirit of mutual trust. Negotiators should avoid seeing negotiations as a win or lose situation, and look for ways in which all parties can benefit. Bargaining from set positions or capitulating should also be avoided. Effective negotiators prepare for negotiations by setting objectives and establishing adequate alternatives. Negotiations should be based on objective standards. The interests and values of both parties should be made clear, and tentative, oral agreements should be put down in writing.

Negotiation, mediation and arbitration, Negotiation, Negotiations

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Listening: the other half of effective communications

Article Abstract:

When discussing communication skills, transmission, or verbal skill, is usually emphasized over reception. Actually, reception (or listening) should be stressed, since poor reception obviates the benefits of good transmission, and exceptional reception can offset poor transmission. Methods for improving listening skills in a business environment are discussed. The methods include: projecting a willingness to listen; asking questions to indicate attentiveness; paying attention to what is not said as well as what is said; and maintaining objectivity.

Usage, Listening, Organizational communication

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Strategic vs. tactical management: why bother?

Article Abstract:

Everyday management situations can have long-term consequences, requiring managers to handle such situations using strategic thinking rather than tactical methods. The less successful tactical approach entails short-term, narrow-focused actions in response to encountered situations. In this first of a three-part series on strategic versus tactical management, examples of unsuccessful tactical-style management are described in anecdotal form: the 'over-supervisor' and the 'under-supervisor.'

Human resource management, Strategic planning (Business), Industrial management

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