Five scenarios illustrating each of the five approaches to negotiation

 

Here are five scenarios illustrating each of the five approaches to negotiation, including the conflict, the chosen approach, and the resolution outcome.

1. Competition or Domination of the Other Side (I Win; You Lose)

Conflict: A project team is tasked with developing a new marketing strategy, and two team members have opposing ideas regarding the direction to take. Team Member A believes in a digital-first approach, while Team Member B advocates for traditional marketing methods.

Approach: Team Member A decides to employ a competitive negotiation strategy. During a heated discussion, they assert their viewpoint aggressively, presenting data that favors their digital marketing plan while dismissing Team Member B’s arguments as outdated and ineffective.

Resolution Outcome: Ultimately, Team Member A’s competitive approach leads to their plan being adopted for the marketing strategy. However, this creates resentment within the team, as Team Member B feels their contributions were undervalued and ignored, leading to a lack of collaboration in future projects.

2. Avoidance (You and I Both Lose)

Conflict: Two departments within a company are at odds over resource allocation for an upcoming project. Department A needs additional staff, while Department B believes they should retain those resources for their ongoing initiatives.

Approach: The team leader decides to avoid the conflict altogether, believing it will resolve itself without intervention. They neglect to schedule a meeting or facilitate a conversation between the departments, assuming that each department will find a way to manage.

Resolution Outcome: As a result of this avoidance, neither department gets their needs met, leading to frustration on both sides. The project suffers due to under-resourced teams, and morale decreases as employees feel unsupported in their efforts. The unresolved conflict festers, creating long-term issues between departments.

3. Accommodating or Obliging the Other (I Lose; You Win)

Conflict: A team is working on a client proposal and has a tight deadline. Team Member C has a strong preference for a specific design style that they believe aligns with the client’s brand, while Team Member D wants to incorporate a different style that features more creative risks.

Approach: Team Member C chooses to accommodate Team Member D’s preferences in order to maintain harmony within the team and meet the deadline. They agree to use D’s style despite their reservations, believing that collaboration is more important than their own vision.

Resolution Outcome: The proposal is submitted with Team Member D’s design. The client appreciates the creativity, and ultimately the proposal is accepted. While Team Member D feels validated, Team Member C feels disappointed that their perspective was not included, leading to lingering resentment about their lack of input in the decision-making process.

4. Collaboration or Integration (You Win; I Win)

Conflict: A technology team is divided over how to implement a new software solution. One group insists on using an established platform they are familiar with, while another group argues for exploring innovative solutions that could enhance functionality.

Approach: The team leader facilitates a collaborative negotiation process where all parties are encouraged to voice their ideas and concerns. They organize a brainstorming session aimed at integrating the best features from both proposed solutions.

Resolution Outcome: Through collaboration, the team develops a hybrid solution that incorporates familiar elements from the established platform along with innovative features from the new software. This approach not only satisfies both sides but also results in a more robust final product that enhances overall functionality. The collaborative effort fosters camaraderie and trust among team members.

5. Compromise (We Both Win Some and Lose Some)

Conflict: Two team members, E and F, are working on a product launch schedule. Team Member E wants an earlier launch date due to market demand, while Team Member F believes that additional testing is necessary and pushes for a later launch date.

Approach: To resolve their disagreement, both members agree to negotiate a compromise. They discuss their priorities and constraints openly, acknowledging each other’s perspectives while seeking middle ground.

Resolution Outcome: They ultimately agree on a launch date that is slightly earlier than F originally desired but allows for sufficient testing time. This compromise satisfies both parties to some extent—E gets an earlier launch while F ensures quality assurance. The resolution promotes teamwork and reinforces the importance of balancing different priorities within the group.

These scenarios illustrate how different negotiation approaches can affect conflict resolution within teams. Each method has its own implications for team dynamics and outcomes, highlighting the importance of choosing the right approach based on context and relationships involved.