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Category: Negotiation and Conflict

Seven Types of Conflict

Seven Different Types of Conflict

Conflict is one of the most natural – if not daily – aspects of our lives. For many, it’s difficult to recognise, address and solve. But, one way to help
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How To Respond to Conflict 1

How To Respond to Conflict

Louis Pondy’s Model of Organisational Conflict is the simplest and most effective formula to understand how to respond to conflict – at work or (despite Pondy’s focus on business) in
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Managing Conflict: Collaborating

This article on Collaborating is one in a series of five about managing conflict and negotiation using the Thomas-Kilmann Conflict Mode Instrument. The introduction to the five-part series begins here. Links
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Sorry

How to Say No Assertively

It’s hard to be assertive. It’s even more hard when you have to say NO assertively. NO. Is there a more difficult word in the English language? It’s difficult to
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Leavitt;s Diamond outlines four independent components of change in any organisation: people, process or tasks, structure and technology

Leavitt’s Diamond

In 1964, American management psychologist Harold Leavitt developed the Diamond Model (now commonly known as Leavitt’s Diamond) as a methodology to analyse and understand the effects a change program would
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The Different Types of NO

The Different Types of NO

It’s confronting to hear the word NO. But at the same time, what type of NO did you get? There are several different types. With so many variations, you shouldn’t
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Your assets in a negotiation

Your Assets in a Negotiation

As with any new learning, it’s common for people new to negotiation to not feel 100% confident in their skills or behaviours. But that doesn’t mean they don’t have useful
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Not Up For Discussion

Some Things Are Not Up For Negotiation

It’s news to no one that negotiation can be a stressful activity, to the point that it’s easy to forget some things are not up for negotiation. Of course, there
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Interests vs Positions (aka Wants vs. Needs)

A critical aspect of authentic negotiation is to understand the fundamental difference between interests versus positions. In every day language, they’re more commonly known as what you want vs. what you need, or even
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Trapeze

Benefits of Trust

No one disagrees on the value of generating trust. Less obvious perhaps are the benefits of trust. Here’s a list my students and I have outlined over the years. The
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