Conflict and Negotiation Essay

Decision making is about coming to agreement on the perceptibly best (optimal) course of action, given several competing odds and scenarios. In many cases, there is more than one person tough in the closing making process. Given the realities faced by the various parties involved in deliberations that must lead to decisions, and the shades of information and viewpoints available to these parties, move that lead to decisions must be clear on desired outcomes and sustain different perspectives.Conflicts and the need to negotiate must arise sometimes give way people are need-driven and see things from their own points of view for good reason. For instance, in my experience, I have encountered several instances where HR, championship units and IT seemed to be working at cross-purposes even though they insist they are all focused on doing the best for the same organization The HR manager was feeling at employee time-tracking software from the standpoint of compliance and what ne eded to be in or out to protect the company from reputational risks such as litigations and regulatory penalties. The frontline business unit managers focus was on quick sales talk so as to book the next sale and achieve his marker profitability. The IT manager serving both the HR and business manager was looking at both groups needs from the standpoint of general company priority since IT resources were limited. It thence becomes important for participants to be clear on the overall goal, even though they come from different points of view.There is ceaselessly the need to do some give-and-take with regards to points of view, so the final decision has the coverage, goodwill and support it needs to serve the needs of all interested and the organization as a whole. Conflict can be both functional (constructive) or of dysfunctional (destructive), depending on whether or not the talks process is focused clearly on solving problems or disconcert by a selfish investment in rigid v iewpoints.When conflicts are functional, they lead to creative tensions that challenge orthodoxy, lead to creative ideas and enhance organisational performance. When conflicts are dysfunctional, they result in narcissistic negotiations. Kofman, F (n. d) In this case, the potency advantage in group decision making of drawing from the experiences and perspectives of a larger number of individuals is lost. Instead, individual/groups mistakenly view themselves as the organization, thus fueling frustration and wasting the larger rganizations time and resources. Has anyone encountered individuals who are very self-centered in negotiations? Did you feel frustration and why? How did you encounter past the frustration point and get to some resolution? 1. Kofman, F (n. d) axialent. com Productivity Killers Narcissistic Negotiation Retrieved May 15, 2013 from http//www. axialent. com/resource/article_details/79 2. Bauer, T. , & Erdogan, B. (2009). organizational behavior. (Vol. 1. 1, p. 270 ). Irvington, NY FlatWorldKnowledge, Inc