GM 3: Mediation and Negotiation Techniques for Human Resource Management |
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Negotiation …
Many people think of a good negotiator as someone who can bargain hard and win over his “opponent”. In the long run such a win may not prove to be a real and lasting success. A long-term success in negotiations is attained when both sides have achieved a result which is in accordance with the mutual interests and needs and which leads to good long-time (business) relationships.
The key for successful negotiation is
- a basic attitude which sees negotiation partners as problem solvers trying to achieve a balance of interests in order to get an optimum result for both sides
- a careful preparation which includes the physical arrangement as well as the elaboration of a strategy and the adaptation towards the negotiation partner and the situation
- the knowledge of the rules of positive communication and their application in negotiations
… and Mediation
If the involved parties cannot reach an agreement in direct negotiations, they need a neutral mediator to solve their conflicts. The mediator helps the parties to
- assess their positions, viewpoints and interests
- identify strategies and steps for conflict resolution
- plan, structure and co-ordinate negotiation and mediation processes
- lead the groups to a consensus that satisfies their justified interests and needs.
The importance of mediation
In the field of international co-operation and management mediation becomes more and more important because of
- organizational landscape: more and diverse organisations, institutions and target groups are involved in projects in the same area or sector. To be effective, the efforts of these (governmental, para-statal, NGOs, religious, etc.) groups have to be co-ordinated
- interdisciplinary approaches: as organisations, institutions and projects have to cope with more complex social, environmental, economic etc. issues and challenges, co-ordination between experts from various disciplines becomes a necessity
- co-ordination of programs: instead of individual projects there is an increasing tendency to follow a program approach which integrates a number of components (projects). One of the most important functions of a program co-ordinator will be the integration of and mediation between program components
- participation and service orientation: projects and organisations are increasingly viewed as part of a service system which requires for its success the close interaction of service providers and customers/clients.
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