Conflict management and negotiation Essay Example | Topics and Well Written Essays - 1500 words

Conflict management and negotiation - Essay ExampleIn almost all task,preparation spells the difference whether the task has a larger-than-life chance of being a success or coming out as a failure,A good plan means that the communicator is able profile the some other person to acquire as much information as possible on how to interact with that person that would bring about the best results Furthermore, during the course of a conversation for negotiation or conflict management, a good communicator should be aware of the reaction of the other person. Just like Newtons Third Law of Physics, for every action there is an equal and opposite reaction (Bonito, 2004, p. 705). Reactions could range from verbal to non-verbal cues. After a conversation, the communicator should be able to reflect on the ways he or she is able to converse with the other person (Gross & Alberts, 2004, p.252). What went wrong? What was good? How can things be improved? Furthermore, a deeper reflection would have the communicator realize the many possibilities of how the words would be absorbed by the other person (Bonito, 2004, p. 706). Completing this process would eventually result in better communication readinesss for the person, particularly in terms of negotiation and conflict management. This paper aims to analyze the responses from the questionnaire and come up with a reflection on improving the weaknesses in the cognitive communication competence of the respondent. COGNITIVE COMMUNICATION COMPETENCE 2 Summary of Responses Planning Cognitions Questionnaire answers show that planning cognition is not the strongest power of the respondent. However, it is also not weak. Diction, tone of voice, and facial nerve expression appear to be the primary concern in approaching another person. What the others are thinking or talking about? appears to be the tell apart question in the planning process. This is a safe approach because it shows that the respondent considers the other person be fore starting a conversation. The downside here is that the respondent could be considering the other person too much, which could affect the planning process. Modeling Cognitions Upon review of the responses, this appears to be one of the strengths of the respondent. The respondent shows a sharp skill in coat up the situation and the reactions and responses of the people involved in the conversation. This is obvious in group conversations, where the respondent shows a great ability to detect whose approval to now gain in the group. There is some sort of a political sense at play during this process, where the respondent is smooth in the subtle skill of divide and conquer. Presence Cognitions This appears to be one of the respondents strengths in communication and negotiation. The respondent is able to proactively think of the next step even before everyone else has moved forward. This stems from the respondents ability to size up the environment and the people involved in the conv ersation. Rebuttals to arguments are almost non-existent, because they are answered before they are even expressed. The respondent also knows how to butt in his/her COGNITIVE COMMUNICATION COMPETENCE 4 position by subtle control of the flow of conversation. Reflection Cognitions The respondent shows a need for improvement in this area. After every conversation, a thorough reflection of what occurred should immediately follow. This would ensure a better interaction the next time he or she encounters the resembling people, especially if about the same topic. Moreover, the respondent should also reflect on the image he or she is able to portray to others. No process is ameliorate as it is, and a constant desire to learn from what has transpired is a good characteristic for continuous development. Consequence