Negotiation is one mechanism for solving ongoing conflicts with others. Negotiation allows us to resolve conflicts peacefully by recognizing the stake that all parties have in the successful resolu- tion of conflict.

Negotiation occurs in everyday life, as well as in structured public arenas such as labor-management bargaining. At the heart of all negotiations are con- siderations of power. We can equalize power through destructive means or by learning to be effective at argumentation.

The two major types of negotiations are (1) competitive and (2) collaborative. There are assumptions, communication patterns, and down- sides associated with each type of negotiation. Negotiations also pass between phases, often beginning with a competitive tone and concluding with a collaborative tone. Successful negotiators are eventually able to collaborate with the other party, even if the initial stances involved extreme positions, lack of concession, and hostility. In addi- tion to the two major types of negotiation, a third perspective has recently emerged that presumes a relational orientation.

Principled negotiation is a collaborative approach that stresses (1) separating the people from the problem, (2) focusing on parties’ interests not their positions, (3) generating multiple options, and (4) using objective criteria. We sup- plied guidelines that help you find interests that underlie positions.

The following are specific communicative moves that induce a collaborative atmosphere: (1) join with the other; (2) control the process, not the people; (3) use productive communication; (4) be firm in your goals and flexible in your means; and (5) remain optimistic about finding solutions to your conflict.