case study on conflict and negotiation

Managing conflict effectively in negotiations

Expectations for purchasing professionals have reached new heights, driven substantially by the confluence of global supplier networks, increasing supplier performance expectations, expanding definitions of value, and disruptive digital and analytical capabilities. When these trends overlap, they drive unprecedented complexity in commercial agreements and negotiations. Complexity is hard enough on its own, but it also adds stress to supplier relationships.

One effect we observe in our work with clients is a trend of failed or unsatisfactory negotiations. Unfortunately, when negotiations fail, it is easy to blame the economics of the deal—that there was not enough common economic ground to support a zone of possible agreement (ZOPA). This is by far the most frequent excuse.

However, McKinsey’s research confirms what the most seasoned practitioners postulate: that “process” and “people” problems account for most failed deals—in other words, the deals that don’t happen. In particular,  over 70 percent of deal discussions fail to materialize due to these two non-content dimensions. By “process” we mean the actions related to the negotiation, including the overall schedule of negotiations, interaction cadence, meeting locations and agenda, and escalation provisions. By “people” we mean the behaviors of individuals or teams, including tactics and gambits deployed during negotiation; the approach to cooperation and exchanging information; the responsiveness to the counterparty’s requests; general mind-set regarding empathy and understanding the others’ needs; and other related factors.

A second significant finding from McKinsey’s research is a corollary of the first. Specifically,  negotiation teams frequently compromise on economics when they could (or should) have solved for process and people . The results are avoidable value loss and, in the longer term, unsustainable deal terms on lead times, quality, intellectual property ownership, volume guarantees, exclusivity provisions, termination clauses, and the like. And, of course, the critical process and people issues remain unaddressed—a threat to the next negotiation.

Why do negotiation teams avoid the process and people dimensions? In most cases, we observe that it is to avoid conflict or to stay out of “the soft stuff.” By contrast, great negotiators confront and control these factors throughout a negotiation. Here are five core techniques that practitioners can use to get started.

• Improve communication. Increasing the volume and quality of communication with your counterparty helps to avoid misunderstandings and provides a channel for trust-building techniques, including active listening, deferring judgement, playing back what you hear, and demonstrating empathy where appropriate. The quality of communication is conditioned on behaviors that help to isolate (rather than conflate) points of disagreement, for example by using temperate language and tone, focusing on questions rather than accusations, and providing opportunities for the counterparties to explain, to reason, and to describe their expectations, assumptions, and so forth. A familiar example in this category (in English) is avoiding adverbs such as “never” and “always” which tend to be too absolute.
• Take perspective. Putting yourself in the shoes of your counterparties requires authentic curiosity about their needs, interests, and motivations and it can be the fastest way to remove biases in your own thinking and accurately anticipate your counterparty’s next moves. The objective here is to understand their real interests—as opposed to their positions. A questioning attitude and a desire to understand not only improve your chances of doing so; they may also engender mirroring behaviors from the other side of the table.
• Eliminate unnecessary escalation. Having a short fuse can complicate any situation. It usually increases the risk of slipping into a downward spiral of negative countermoves, the highly destructive tit-for-tat cycle that presages a failed deal. Avoiding the first step in that cycle means staying away from even the suggestion of a punitive course of action. It can also be helpful to think critically ahead of time whether moves that are intended to be neutral might come across as punitive; for example, stating that senior stakeholders should become involved or consulted can, under some circumstances, imply a threat to escalate over the counterparty’s head.
• Uncover issues sooner rather than later. When you suspect that an issue or question may be sensitive for either party, delaying a discussion of it only intensifies the urgency when it is finally addressed. Furthermore, if some dimensions of a solution have already been decided in earlier stages of negotiation, one or more parties may feel cornered or deliberately maneuvered into a foreclosed position. Whether intentional or not, this raises the probability of an angry counter-response. An effective negotiator takes the time to identify and address the most sensitive issues early in the process.
• Hit the pause button. When all else fails (and it will), the best course of action is to take a break. Budget substantial time for breaks and use all of it. Fifteen minutes is not so much of a break as four hours or four days. A break should give teams time to reflect and reconstruct what they have experienced, to decide on new behaviors, and to practice them.

In conclusion, the value at stake from mastering the process and people dimensions of negotiation are high. To get started, practice specific behaviors that control conflict, with the objective of securing both better economics and improved relationships with your suppliers.

Milan Prilepok is a senior expert in McKinsey’s New York office, and a lecturer at The Wharton School at the University of Pennsylvania.

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Negotiation and Conflict Management Research (NCMR) publishes articles that develop theory and report research on negotiation and conflict management across levels, including interpersonal conflict, intergroup conflict, organizational conflict, and cross-cultural conflict, across a range of domains including environmental conflict, crisis negotiations, and political conflict, as well as across a variety of approaches, including formal and informal third party intervention, mediation and arbitration.

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Negotiation and Conflict Management: Skills, Case Studies, and Techniques

• Conflict Management
• June 28, 2024

Have you ever found yourself in the middle of a heated argument or complex negotiation, wondering how it could be resolved peacefully and effectively? Whether it’s in the boardroom or at the family dinner table, negotiation and conflict management skills are crucial tools for navigating human relationships.

Negotiation and conflict management are two dynamic fields that, when blended, offer robust solutions to some of life’s most challenging situations. These practices involve more than just talking through disagreements; they require a deep understanding of human behaviour, strategic communication, and a knack for finding common ground. Mastering conflict management skills can lead to enhanced relationships, more productive workplaces, and even personal growth.

Effective negotiation and dispute resolution require considering the needs and perspectives of the other party and other stakeholders . By understanding different perspectives , one can navigate conflicts more effectively. Additionally, accessing resources like a free special report can provide valuable insights and strategies for successful negotiation and dispute resolution .

This blog will explore the relationship between negotiating and managing conflicts, providing you with the strategies and insights needed to handle disputes effectively in any area of your life. Join us as we dive into a comprehensive guide designed to empower you with practical skills for peaceful resolution and agreement-making.

Understanding Conflict Management

Conflict management is an essential skill in both personal and professional realms, involving the ability to navigate and mitigate disputes effectively. At its core, conflict management is not about avoiding disagreements but rather about addressing them in ways that prevent escalation and foster mutual respect. Here, we explore the foundational aspects of conflict management, offering a deeper understanding of why conflicts occur and how they can be managed constructively within an organization . By learning to negotiate and deal with conflicts through talks and collaborative effort , individuals and teams can build stronger relationships and a more harmonious environment.

Conflict arises from differences in values, goals, needs, or expectations. In the workplace, conflicts emerge from resource allocation, workload distributions, or varying work styles among team members. In personal settings, differences in beliefs and lifestyles can lead to disputes. Effective conflict management not only resolves these issues but also enhances relational dynamics, promoting a culture of cooperation and respect. Involving every person and participants in the conversations helps in reaching a consensus . In a company , ongoing research can provide insights into the best practices for managing conflicts constructively, ultimately fostering a more collaborative and respectful environment.

Common Causes of Conflicts

Explore the key factors that often lead to conflicts in various settings.

Resource constraints: Limited resources can lead to competition among team members, sparking conflicts.

Value and cultural differences: Diverse backgrounds lead to varied perspectives, which can clash without a mutual understanding.

Communication gaps: Misunderstandings and lack of effective communication often escalate into conflicts.

Personality clashes: Differences in personalities and working styles can create friction.

Types of Conflicts

Understand the various types of conflicts that can arise in different situations.

Interpersonal conflicts: Arise from personal disputes among individuals, such as disagreements between co-workers over work styles or between friends over personal values. Two team members argue over the best approach to a project, each believing their method is superior.

Intra-group conflicts: Occur within a group and affect its internal dynamics. These can stem from differing opinions on how a group project should be executed. A project team splinters into factions over the direction of the project, leading to reduced cooperation and strained relationships.

Inter-group conflicts: Involve disputes between different groups or teams, often due to competition for resources or conflicting objectives. Sales and marketing teams clash over resource allocation, each accusing the other of jeopardising the company’s goals.

Organisational conflicts: Stem from structural or operational issues, such as conflicting departmental goals or misaligned incentives. A company’s production and quality assurance departments conflict over production speed versus quality control standards.

Psychological And Emotional Considerations

Emotions play a significant role in conflict scenarios. Stress, fear, and anger can exacerbate conflicts, making resolution more challenging. Emotional intelligence is crucial; it involves understanding and managing one’s own emotions and empathising with others. Training in emotional intelligence can help individuals recognise emotional responses to conflict and approach disputes with a level-headed, empathetic perspective. This emotional skill set is vital for de-escalating conflict and fostering an environment conducive to constructive resolution.

Result Of Effective Conflict Management

Discover the positive outcomes that effective conflict management can achieve.

Improved relationships: Constructive conflict resolution builds trust and understanding among parties, strengthening professional and personal relationships.

Enhanced problem-solving: Open, respectful communication during conflict resolution leads to innovative solutions that may not have been considered in a conflict-free environment.

Increased productivity: Effective conflict resolution removes obstacles that impede progress, leading to greater efficiency and satisfaction in work outcomes.

Greater organisational health: A culture that manages conflicts constructively experiences lower turnover rates, better employee morale, and a more cohesive work environment.

Effective conflict management not only resolves disputes but also transforms potential obstacles into opportunities for growth and collaboration. By embracing these principles and strategies, individuals and organisations can create a more positive, productive, and stable environment equipped to handle the complexities of human interactions.

Understanding Negotiation Skills

Negotiation is an indispensable skill in both professional and personal settings. It plays a critical role in conflict resolution and effective communication. Mastering negotiation skills enables individuals to reach agreements that benefit all parties involved, fostering collaboration and improving relationships. In this section, we explore the essentials of negotiation, including its definition, importance, and the critical skills required for successful outcomes.

Negotiation is when two or more parties with differing needs and goals discuss an issue to find a mutually acceptable solution. It is used across various contexts, from business transactions and labour agreements to resolving familial or interpersonal conflicts. Effective negotiation helps prevent misunderstandings, builds stronger relationships, and leads to better solutions that satisfy all involved parties.

Core Skills For Effective Negotiation

These skills equip individuals to manage disagreements constructively, create value in interactions, and achieve desired outcomes more efficiently.

Problem-solving: Negotiation is a problem-solving process. It requires creativity in finding solutions that are acceptable to all parties. This involves thinking outside the box and being willing to consider alternative solutions that may not have been initially apparent.

Decision-making: Effective negotiation requires timely and decisive decision-making. This involves analysing information, balancing risks and benefits, and making choices that move the negotiation toward a resolution.

Assertiveness: Being assertive means being able to firmly communicate your needs and rights without infringing on the rights of others. However, it’s equally important to remain flexible and open to compromise.

Like any skill, negotiation abilities improve with practice. Regular reflective practices, seeking feedback, and learning from each experience are essential for growth. Attending workshops, reading relevant literature, and getting coaching can also enhance one’s negotiation skills.

Understanding and mastering negotiation skills are essential for anyone looking to navigate the complexities of modern relationships and organisations effectively. 

Core Principles Of Negotiation And Conflict Management

Negotiation and conflict management are different but interconnected disciplines with several core principles essential for effective resolution and agreement-making. These principles form the foundation of strategies designed to navigate disputes, enhance collaboration, and forge lasting agreements.

1. Preparation And Planning

Both negotiation and conflict management require meticulous preparation and planning. This involves understanding the context of the dispute or negotiation, identifying the interests and goals of all parties involved, and anticipating potential challenges. In conflict management, preparation might include gathering facts about the dispute and understanding the emotional landscape of the parties. In negotiation, it involves understanding the negotiation landscape, the stakes involved, and the other party’s objectives. 

As Dwight D. Eisenhower famously said, “Plans are worthless, but planning is everything,” underscoring the importance of the planning process in any strategic scenario. Adequate preparation ensures that you enter negotiations or conflict resolutions with a clear strategy and objectives, improving the likelihood of a favourable outcome.

2. Clear Communication

At the heart of both fields is the necessity for clear, concise, and effective communication. This includes articulating your own needs and viewpoints clearly and listening actively to others. In conflict management, poor communication can escalate misunderstandings into full-blown disputes, while in negotiation, a failure to communicate effectively can result in missed opportunities for agreement. 

A study by the American Management Association highlights that effective communication leads to a 50% reduction in conflict duration, emphasising the efficiency gains from precise interactions. 

Techniques such as active listening, mutual understanding, and assertive communication are vital. These skills help prevent misinterpretations and foster an environment where all parties feel heard and understood, paving the way for effective problem-solving.

3. Emotional Intelligence

Emotional intelligence is crucial for managing one’s own emotions and understanding the feelings of others in both negotiating and managing conflicts. High emotional intelligence allows individuals to approach negotiations and disputes with empathy, manage stress effectively, and remain calm under pressure. This capability is essential for maintaining a constructive atmosphere during discussions, even when tensions rise. For instance, recognising when emotions might derail a conversation and addressing these emotions can prevent escalation and facilitate a more rational approach to problem-solving.

4. Focus on Interests Rather Than Positions

Both fields emphasise the importance of focusing on interests rather than positions. In conflict management, digging into the underlying interests helps reveal the real issues at stake beyond what is explicitly stated. Similarly, in negotiation, understanding the underlying motivations and needs of all parties allows for creating solutions that can satisfy deeper interests, leading to more durable and acceptable outcomes. 

Nelson Mandela’s negotiations to end apartheid are prime real-life examples of focusing on interests over positions, where he looked beyond the immediate political disputes to the broader need for peace and reconciliation in South Africa. This approach encourages all involved to move beyond their initial demands (positions) to the reasons behind these demands (interests), facilitating a more flexible and creative problem-solving process.

5. Seeking Win-Win Outcomes

The aim in both negotiation and conflict management is often to achieve win-win outcomes where all parties feel they have gained something of value. This principle is about finding integrative solutions that do not merely compromise but optimise the outcomes for all involved. It involves identifying opportunities for synergy and mutual benefit. For example, in a workplace conflict over resource allocation, rather than dividing the resources equally (and perhaps suboptimally), identifying additional resources or alternate ways to enhance efficiency might satisfy all parties more effectively.

6. Respect And Fairness

Studies show that perceptions of fairness in negotiation contribute significantly to the durability of agreements, underscoring the importance of equitable processes. A commitment to respect and fairness is fundamental. This means treating all parties with dignity, ensuring that the process is transparent and the outcomes are fair. 

In both negotiation and conflict resolution, perceived fairness in the process can significantly influence acceptance of the outcome. Ensuring that each party’s views are considered and that the final agreement respects their fundamental interests is crucial for maintaining ongoing relationships and trust. 

Negotiators need a strong knowledge base and an understanding of the legal landscape and the other party’s interests. They can leverage the experience of their community, like colleagues or online forums, to refine their strategy. In some cases, government regulations influence the negotiation, requiring awareness of these frameworks.

7.   Adaptability And Flexibility

Lastly, both negotiation and conflict management require adaptability and flexibility. Being open to changing one’s stance and adapting strategies in response to new information or shifting dynamics is critical. This flexibility can lead to more innovative solutions and improve the agreement’s or resolution’s resilience over time. This flexibility was notably demonstrated in the Cuban Missile Crisis negotiations, where President Kennedy’s ability to offer a reciprocal removal of U.S. missiles from Turkey helped resolve what could have escalated into a catastrophic conflict.

Negotiation vs. Conflict Management

In organisational behaviour and interpersonal dynamics, negotiation and conflict management are often discussed together. While they overlap and interact significantly, it’s crucial to understand their distinctions, as each plays a unique role in how businesses and individuals navigate dispute resolution and achieve objectives. 

Negotiation: The negotiation process is used to resolve disputes by discussing the issues openly and aiming to reach an agreement that benefits all parties involved. It is a subset of conflict resolution focusing on direct communication and compromise to settle differences. Negotiation is often transactional and can be considered a tactical approach aimed at resolving a particular conflict or concluding a specific agreement.

Conflict Management: Conflict management is a broader term that encompasses a range of strategies and processes used to prevent, manage, and resolve conflicts. It includes not only negotiation but also other methods, such as avoidance, accommodation, or even competition, depending on the situation. Conflict management is more strategic and consists of the identification, analysis, and resolution of conflicts within a team or organisation over time.

Objective and Focus

Negotiation Goals: The primary goal of negotiation is to find a solution or reach an agreement that all parties can accept. Negotiators often seek a win-win scenario, where compromises are made to ensure that each party’s fundamental interests are addressed. The focus is on the issue at hand, and the process is generally confined to specific conflicts or deals.

Conflict Management Goals: Conflict management aims to improve interaction patterns and team dynamics to prevent the escalation of conflicts. It focuses not only on resolving disputes specifically but also on creating an environment that reduces the likelihood of conflicts arising in the first place. The ongoing health of relationships and organisational culture is a key concern.

Processes And Techniques

Negotiation Techniques: Negotiation involves techniques such as preparing a bargaining table, understanding the opponent’s needs, active listening, persuasive communication, and sometimes mediation by a third party. It often requires a deep understanding of negotiation tactics and the ability to apply them effectively to sway the outcome favourably.

Conflict Management Techniques: Conflict management may utilise a variety of techniques based on the conflict type and the organisational context. These include setting clear communication protocols, establishing norms for interaction, training team members in emotional intelligence, and designing feedback mechanisms. Conflict management is continuous and proactive, aiming to equip teams with the skills to handle disputes internally before they escalate.

Temporal Nature

Negotiation Duration: Negotiation is generally a shorter-term activity with a clear beginning and end. Once the parties reach an agreement, the negotiation is typically considered complete, although the implementation of agreements might be ongoing.

Conflict Management Duration: Conflict management is an ongoing process. It does not end with resolving a single issue but continues to evolve as the organisation or team grows. Effective conflict management adapts to new challenges and conflicts as they arise, making it a continuous aspect of organisational development.

Outcomes And Evaluation

Negotiation Outcomes: Successful negotiation is measured by the terms of the agreement reached and how well it is implemented. The immediate effectiveness is often visible and tangible, whether in contractual terms or resolved disputes.

Conflict Management Outcomes: The success of conflict management is evaluated over a more extended period and can be seen in the overall reduction in conflict occurrences, improved team cohesion, and enhanced productivity. It involves a more qualitative assessment of team and organisational health.

While negotiation can be an effective tool within conflict management, it does not encompass the entire scope of managing conflicts. Negotiation skills are a part of the toolkit for conflict management, which also requires understanding broader dynamics and developing systems to manage conflicts effectively across an organisation.

Combining Negotiation And Conflict Management

Negotiation and conflict management are complementary skills that, when used together effectively, can resolve disputes and foster a cooperative environment. Understanding when to use negotiation as part of a broader conflict management strategy is crucial for achieving lasting solutions, particularly in complex or sensitive situations. This section explores the strategic integration of negotiation within conflict management, illustrated with real-world case studies and strategies for negotiating with challenging personalities.

When To Use Negotiation To Manage Conflicts

Learn when negotiation is the best approach to resolving conflicts effectively.

Interests are alignable: When the conflicting parties have interests that can potentially be aligned or integrated, negotiation is a suitable method. It allows for the deep exploration of these interests and the discovery of creative solutions that satisfy both sides.

Direct Communication is possible: If the parties are willing to engage directly and openly, negotiation can lead to a more thorough understanding and more durable agreements.

The relationship is valuable: In situations where maintaining or improving the relationship is as important as resolving the conflict itself, negotiation offers a respectful and collaborative approach to conflict resolution.

Disney And Pixar Merger: A Case Study

The merger between Disney and Pixar in 2006 is a classic example of how effective negotiation and conflict management can lead to a successful integration of two companies, each with its own unique culture and creative philosophy. This merger not only combined two entertainment giants but also blended differing corporate cultures and artistic approaches, making the negotiation and subsequent management of potential conflicts crucial for success.

Background And Challenges

Disney, a long-established leader in animated films, was facing creative stagnation and needed a fresh infusion of innovation and creativity. Pixar, known for its cutting-edge animation technology and innovative storytelling, had been a vital partner, but the existing distribution agreement between the two parties was set to expire. The potential renewal of this agreement brought to light various underlying conflicts, including issues of content control, revenue sharing, and operational independence.

Negotiation Strategies Employed

Explore various strategies used to achieve successful negotiation outcomes.

Aligning interests: Central to the negotiation was the alignment of interests. Disney desired continued access to Pixar’s creative power and technological prowess, whereas Pixar sought to retain its artistic independence and control over its projects. Both companies recognised that a successful merger could provide mutual benefits: Disney could revitalise its animation studio with Pixar’s creative input, and Pixar could leverage Disney’s vast distribution network.

Preserving culture and independence: One of the most significant potential conflicts was the fear that Pixar’s unique culture and creative process would be stifled under Disney’s corporate structure. To manage this conflict, Disney negotiated terms that allowed Pixar to retain its independent identity, including its brand, creative process, and operational independence. This assurance was pivotal in mitigating concerns and fostering a cooperative atmosphere.

Leadership roles: Another significant aspect of the negotiation involved leadership roles. Ed Catmull and John Lasseter of Pixar were given control of Disney’s animation division, ensuring that the creative philosophies that had made Pixar successful would permeate Disney’s broader animation efforts. This move was critical in managing potential internal conflicts by aligning leadership goals across both organisations.

Conflict Management Post-Merger

Understand the essential techniques for managing conflicts following a merger.

Integration without assimilation: Post-merger, the challenge was to integrate the companies without diluting Pixar’s successful culture. Disney managed this potential conflict by allowing Pixar to operate as a separate entity, thus preventing the usual post-merger cultural clashes.

Regular communication and collaboration: To further manage conflicts and foster a positive relationship, Disney and Pixar established regular communication channels at all levels of both organisations. This openness prevented misunderstandings and ensured that minor disputes were resolved quickly before escalating.

Shared goals and vision: By continuously aligning on shared goals and reinforcing the vision of collaborative success, both companies managed potential conflicts about the direction of joint projects. They celebrated shared successes, which reinforced the many benefits of the merger and the value of combined efforts.

The Disney-Pixar merger is widely regarded as one of the most successful mergers in entertainment history, primarily due to the effective negotiation and conflict management strategies employed. The merger allowed Disney to reclaim its animation leadership while Pixar continued to produce critically acclaimed films under its own brand.

This case study exemplifies how combining negotiation with conflict management can address potential issues effectively, leading to a partnership that respects autonomy and enhances the strengths of both parties involved. The careful handling of cultural integration, leadership alignment, and preservation of creative independence were critical factors in the enduring success of the Disney-Pixar merger.

The strategic combination of negotiation and conflict management is pivotal in transforming potential adversities into opportunities for growth and collaboration. By prioritising clear communication, respecting cultural differences, and aligning interests, organisations can navigate complex negotiations and manage conflicts with finesse. 

Whether dealing with corporate mergers, team dynamics, or personal relationships, the principles of negotiation and conflict management serve as fundamental tools for fostering a cooperative environment and achieving sustainable resolutions. This comprehensive exploration underscores their indispensable role in modern organisational and personal success, encouraging a proactive rather than reactive approach to conflict and negotiation.

Rishabh Bhandari

Rishabh Bhandari is the Content Strategist at Kapable. Rishabh likes to transform complex ideas into captivating narratives relatable to the target audience. He loves telling stories through his content. He believes that stories have the power to shift mindsets and move mountains. He has 3 years of experience in educational blog writing and copywriting.

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Appendix A: Case Studies

List of case studies, case study 1: handling roommate conflicts, case study 2: salary negotiation at college corp, case study 3: oecollaboration, case study 4: the ohio connection, case study 5: uber pays the price, case study 6: diverse teams hold court.

Chapter Reference: Section 2.2 Approaches to Conflict

Whether you have a roommate by choice, by necessity, or through the random selection process of your school’s housing office, it’s important to be able to get along with the person who shares your living space. While having a roommate offers many benefits such as making a new friend, having someone to experience a new situation like college life with, and having someone to split the cost on your own with, there are also challenges. Some common roommate conflicts involve neatness, noise, having guests, sharing possessions, value conflicts, money conflicts, and personality conflicts (Ball State University, 2001). Read the following scenarios and answer the following questions for each one:

• Which conflict management style, from the five discussed, would you use in this situation?
• What are the potential strengths of using this style?
• What are the potential weaknesses of using this style?

Scenario 1: Neatness. Your college dorm has bunk beds, and your roommate takes a lot of time making their bed (the bottom bunk) each morning. They have told you that they don’t want anyone sitting on or sleeping in the bed when they are not in the room. While your roommate is away for the weekend, your friend comes to visit and sits on the bottom bunk bed. You tell your friend what your roommate said, and you try to fix the bed back before your roommate returns to the dorm. When they return, your roommate notices that the bed has been disturbed and confronts you about it.

Scenario 2: Noise and having guests. Your roommate has a job waiting tables and gets home around midnight on Thursday nights. They often brings a couple friends from work home with them. They watch television, listen to music, or play video games and talk and laugh. You have an 8 a.m. class on Friday mornings and are usually asleep when they returns. Last Friday, you talked to your roommate and asked them to keep it down in the future. Tonight, their noise has woken you up and you can’t get back to sleep.

Scenario 3: Sharing possessions. When you go out to eat, you often bring back leftovers to have for lunch the next day during your short break between classes. You didn’t have time to eat breakfast, and you’re really excited about having your leftover pizza for lunch until you get home and see your roommate sitting on the couch eating the last slice.

Scenario 4: Money conflicts. Your roommate got mono and missed two weeks of work last month. Since they have a steady job and you have some savings, you cover their portion of the rent and agree that they will pay your portion next month. The next month comes around and your roommate informs you that they only have enough to pay their half of the rent.

Scenario 5: Value and personality conflicts. You like to go out to clubs and parties and have friends over, but your roommate is much more of an introvert. You’ve tried to get them to come out with you or join the party at your place, but they’d rather study. One day your roommate tells you that they want to break the lease so they can move out early to live with one of their friends. You both signed the lease, so you have to agree or they can’t do it. If you break the lease, you automatically lose your portion of the security deposit

Works Adapted

“ Conflict and Interpersonal Communication ” in Communication in the Real World  by University of Minnesota is licensed under a  Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

Ball State University. (2001). Roommate conflicts. accessed June 16, 2001, from  http://cms.bsu.edu/CampusLife/CounselingCenter/VirtualSelfHelpLibrary/RoommateIssues.asx.

Chapter Reference:  Section 2.4 Negotiation

Janine just graduated college, she’s ready to head out on her own and get that first job, and she’s through her first interviews. She receives an offer of a $28,000 salary, including benefits from COLLEGE CORP, from an entry-level marketing position that seems like a perfect fit. She is thrown off by the salary they are offering and knows that it is lower than what she was hoping for. Instead of panicking, she takes the advice of her mentor and does a little research to know what the market range for the salary is for her area. She feels better after doing this, knowing that she was correct and the offer is low compared to the market rate. After understanding more about the offer and the rates, she goes back to the HR representative and asks for her preferred rate of $32,500, knowing the minimum that she would accept is $30,000. Instead of going in for her lowest amount, she started higher to be open to negotiations with the company. She also sent a note regarding her expertise that warranted why she asked for that salary. To her happy surprise, the company counter offered at $31,000—and she accepted.

• What key points of Janice’s negotiation led to her success?
• What could have Janice done better to get a better outcome for her salary?

“ Conflict and Negotiations ” in Organizational Behaviour by OpenStax is licensed under a Creative Commons Attribution 4.0 International License .

“Good & Bad Salary Negotiations,”  Salary.com , April 19, 2018, https://www.salary.com/articles/good-bad-examples-of-salary-negotiations .

Herner, M. (n.d). 5 things HR wishes you knew about salary negotiation. Payscale.com, accessed October 21, 2018, https://www.payscale.com/salary-negotiation-guide/salary-negotiation-tips-from-hr .

Chapter Reference:  Section 3.2 Creating, Maintaining, and Changing Culture

At OECollaboration, a technology company that develops virtual collaboration software for new companies, Mike Jones is a new manager. One of the biggest challenges he has faced is that the team that he is managing is well established and because he is an outsider, the team members haven’t yet developed trust in him.

Two weeks into his new employment, Mike held a meeting and discussed all of the changes to the remote work agreements as well as implementing new meeting requirements for each employee to have a biweekly meeting scheduled with him to discuss their projects. The team was outraged, they were not excited, and the following days he wasn’t greeted in a friendly way; in addition, his team seemed less engaged when asked to participate in team functions.

Tracy James is also a new manager at OECollaboration who started at the same time as Mike, in a similar situation where she is a new manager of an existing team. Tracy was able to hold a meeting the first day on the job to listen to her team and get to know them. During this meeting she also told the team about herself and her past experiences. Additionally, she held one-on-one meetings to listen to each of her team members to discuss what they were working on and their career goals. After observation and discussion with upper management, she aligned her own team goals closely with the skills and experiences of her new team. She met with the whole team to make changes to a few policies, explaining why they were being changed, and set the strategy for the team moving forward.

Because she got her team involved and learned about them before implementing her new strategy, this was well received. Her team still had questions and concerns, but they felt like they could trust her and that they were included in the changes that were being made.

• What challenges can a new manager encounter when starting to manage an existing team?
• What strategies can a new manager implement to ensure that their new team is engaged with them and open to change and growth?

Adapted Works

“ Organizational Power and Politics ” in Organizational Behaviour by OpenStax is licensed under a Creative Commons Attribution 4.0 International License .

Giang, V. (2013, July 31). The 7 types of power that shape the workplace. Business Insider. https://www.businessinsider.com/the-7-types-of-power-that-shape-the-workplace-2013-7

Morin, A. (2018, June 25). How to prevent a workplace bully from taking your power. Inc. https://www.inc.com/amy-morin/how-to-prevent-a-workplace-bully-from-taking-your-power.html

Weinstein,  B. (n.d.). 10 tips for dealing with a bully boss,” CIO , accessed October 13, 2018, https://www.cio.com.au/article/198499/10_tips_dealing_bully_boss/.

Chapter Reference:  Section 4.1 Power

Janey worked as an executive assistant to a product manager at her company: Ohio Connection. Overall, she loved her job; she was happy to work with a company that provided great benefits, and she and found enjoyment in her day-to-day work. She had the same product manager boss for years, but last year, her manager left Ohio Connection and retired. Recently her new manager has been treating her unfairly and showcasing bullying behavior.

Yesterday, Janey came into work, and her boss decided to use their power as her manager and her “superior” to demand that she stay late to cover for him, correct reports that he had made mistakes on, and would not pay her overtime. She was going to be late to pick up her son from soccer practice if she stayed late; she told him this, and he was not happy.

Over subsequent days, her boss consistently would make comments about her performance, even though she had always had good remarks on reviews, and created a very negative work environment. The next time she was asked to stay late, she complied for fear of losing her job or having other negative impacts on her job. Janey’s situation was not ideal, but she didn’t feel she had a choice.

• What type of power did Janey’s boss employ to get her to do the things that he wanted her to do?
• What negative consequences are apparent in this situation and other situations where power is not balanced in the workplace?
• What steps should Janey take do to counteract the power struggle that is occurring with her new manager?

Chapter Reference:   Section 5.1 Interpersonal Relationships at Work

Uber revolutionized the taxi industry and the way people commute. With the simple mission “to bring transportation—for everyone, everywhere,” today Uber has reached a valuation of around $70 billion and claimed a market share high of almost 90% in 2015. However, in June 2017 Uber experienced a series of bad press regarding an alleged culture of sexual harassment, which is what most experts believe caused their market share to fall to 75%.

In February of 2017 a former software engineer, Susan Fowler, wrote a lengthy post on her website regarding her experience of being harassed by a manager who was not disciplined by human resources for his behavior. In her post, Fowler wrote that Uber’s HR department and members of upper management told her that because it was the man’s first offense, they would only give him a warning. During her meeting with HR about the incident, Fowler was also advised that she should transfer to another department within the organization. According to Fowler, she was ultimately left no choice but to transfer to another department, despite having specific expertise in the department in which she had originally been working.

As her time at the company went on, she began meeting other women who worked for the company who relayed their own stories of harassment. To her surprise, many of the women reported being harassed by the same person who had harassed her. As she noted in her blog, “It became obvious that both HR and management had been lying about this being his ‘first offense.’” Fowler also reported a number of other instances that she identified as sexist and inappropriate within the organization and claims that she was disciplined severely for continuing to speak out. Fowler eventually left Uber after about two years of working for the company, noting that during her time at Uber the percentage of women working there had dropped to 6% of the workforce, down from 25% when she first started.

Following the fallout from Fowler’s lengthy description of the workplace on her website, Uber’s chief executive Travis Kalanick publicly condemned the behavior described by Fowler, calling it “abhorrent and against everything Uber stands for and believes in.” But later in March, Uber board member Arianna Huffington claimed that she believed “sexual harassment was not a systemic problem at the company.” Amid pressure from bad media attention and the company’s falling market share, Uber made some changes after an independent investigation resulted in 215 complaints. As a result, 20 employees were fired for reasons ranging from sexual harassment to bullying to retaliation to discrimination, and Kalanick announced that he would hire a chief operating officer to help manage the company. In an effort to provide the leadership team with more diversity, two senior female executives were hired to fill the positions of chief brand officer and senior vice president for leadership and strategy.

Critical Thinking Questions

• Based on Cox’s business case for diversity, what are some positive outcomes that may result in changes to Uber’s leadership team?
• If the case had occurred in Canada, what forms of legislation would have protected Fowler?
• What strategies should have been put in place to help prevent sexual harassment incidents like this from happening in the first place?

“ Diversity in Organizations ” in Organizational Behaviour by OpenStax is licensed under a Creative Commons Attribution 4.0 International License .

Della Cava, M. (2017, June 13). Uber has lost market share to Lyft during crisis. USA Today. https://www.usatoday.com/story/tech/news/2017/06/13/uber-market-share-customer-image-hit-string-scandals/102795024/

Fowler, T. (2017, February 19). Reflecting on one very, very strange year at Uber. https://www.susanjfowler.com/blog/2017/2/19/reflecting-on-one-very-strange-year-at-uber.

Lien,  T. (2017, June 6). Uber fires 20 workers after harassment investigation. Los Angeles Times.  http://www.latimes.com/business/la-fi-tn-uber-sexual-harassment-20170606-story.html

Uber (2017, February). Company info. https://www.uber.com/newsroom/company-info/

Chapter Reference:  Section 5.3 Collaboration, Decision-Making and Problem Solving in Groups

Diverse teams have been proven to be better at problem-solving and decision-making for a number of reasons. First, they bring many different perspectives to the table. Second, they rely more on facts and use those facts to substantiate their positions. What is even more interesting is that, according to the Scientific American article “How Diversity Makes Us Smarter,” simply “being around people who are different from us makes more creative, diligent, and harder-working.”

One case in point is the example of jury decision-making, where fact-finding and logical decision-making are of utmost importance. A 2006 study of jury decision-making, led by social psychologist Samuel Sommers of Tufts University, showed that racially diverse groups exchanged a wider range of information during deliberation of a case than all-White groups did. The researcher also conducted mock jury trials with a group of real jurors to show the impact of diversity on jury decision-making.

Interestingly enough, it was the mere presence of diversity on the jury that made jurors consider the facts more, and they had fewer errors recalling the relevant information. The groups even became more willing to discuss the role of race case, when they hadn’t before with an all-White jury. This wasn’t the case because the diverse jury members brought new information to the group—it happened because, according to the author, the mere presence of diversity made people more open-minded and diligent. Given what we discussed on the benefits of diversity, it makes sense. People are more likely to be prepared, to be diligent, and to think logically about something if they know that they will be pushed or tested on it. And who else would push you or test you on something, if not someone who is different from you in perspective, experience, or thinking. “Diversity jolts us into cognitive action in ways that homogeneity simply does not.”

So, the next time you are called for jury duty, or to serve on a board committee, or to make an important decision as part of a team, remember that one way to generate a great discussion and come up with a strong solution is to pull together a diverse team.

• If you don’t have a diverse group of people on your team, how can you ensure that you will have robust discussions and decision-making? What techniques can you use to generate conversations from different perspectives?
• Evaluate your own team at work. Is it a diverse team? How would you rate the quality of decisions generated from that group?

Sources: Adapted from Katherine W. Phillips, “How Diversity Makes Us Smarter,” Scientific American, October 2014, p. 7–8.

“ Critical Thinking Case ” in  Organizational Behaviour by OpenStax is licenced under a Creative Commons Attribution 4.0 International License .

Conflict Management Copyright © 2022 by Laura Westmaas, BA, MSc is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Unlocking Success: The Role of Negotiation Case Studies in Business and International Contexts

• Author Georgie Mclean
• Published 3 March 2024

Negotiation is an integral skill in both personal and professional settings, dictating the success of interactions ranging from everyday decisions to major corporate deals. This article delves into the importance of case studies, providing a structured path to mastering this crucial skill through examples and analyses. We explore how these case studies can improve negotiation skills, the best types of cases to study, and where to find real-life scenarios.  

How Will Case Studies Help M e Improve As A Negotiator?  

Case studies are not just stories; they are valuable learning tools that provide insights into the dynamics of negotiation processes. They help in understanding both successful strategies and common pitfalls. Through analysis of different negotiation scenarios , such as famous business case study examples, individuals learn to anticipate potential challenges and react appropriately, enhancing their negotiation capabilities significantly.  

Case studies often detail the strategies used by negotiators, the outcomes achieved, and the lessons learned. They allow individuals to see the application of theoretical principles in real-world contexts, helping to bridge the gap between knowledge and practice. By studying varied international negotiation scenarios and corporate deals, individuals can broaden their understanding and adaptability, which is crucial for successful negotiations.  

What is the Best Type of Negotiation Insight Example to Study?  

The best type of insight depends on one’s professional needs and the complexity of the negotiations they face. For students and newcomers to negotiation, starting with basic ones that cover essential principles, such as the example of negotiation between two companies, can be very beneficial. As one advances, more complex scenarios involving multiple parties or high stakes, like those seen in international negotiations or government agreements, can provide deeper insights.  

Business case studies often involve a range of elements such as deadlines, legal implications, and high financial stakes. Studying these cases helps in understanding sector-specific nuances and can prepare employees for similar challenges in their fields.  

Where Can I Find Real Life Business Negotiation Case Studies?  

Real-life cases on negotiation can be found in several places: 

• Books and eBooks: There are numerous books dedicated to negotiation techniques that include detailed case studies. Books specifically focusing on  negotiation cases for students are also available.  
• Training Programs: Organisations like ENS Negotiation and Influencing offer workshops and seminars that include a variety of case studies and real-world scenarios to help professionals understand and improve their negotiation technique.  
• Online Platforms: Websites like negotiate.org provide resources and insights into negotiation strategies and also include examples and case studies drawn from real-life business scenarios.  

What Makes Case Studies So Crucial for Business Negotiators?  

Case studies are critical because they provide a granular view of tactics and decision-making processes in high-stakes business environments. These studies allow negotiators to dissect complex involving large companies, significant financial stakes, or critical strategic outcomes. By understanding the moves and countermoves of seasoned negotiators, learners can develop a robust toolkit of strategies and approaches. Such insights are invaluable for anticipating challenges and crafting nuanced responses that leverage proven tactics, thereby enhancing the negotiator’s ability to manage complex with greater confidence and strategic foresight.  

Related posts:

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Georgie Mclean

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Resources Negotiation case studies

Follow our real-life negotiation case studies and learn how to prepare a humanitarian negotiation step by step.

Understand how to apply the Naivasha Grid , a conceptual framework that supports humanitarian workers to prepare for and manage field negotiations more systematically.

For a more detailed explanation of our negotiation tools, check the  CCHN Field Manual on Frontline Humanitarian Negotiation .

Negotiate a vaccination campaign in a conflict area

Negotiate access and assistance in an idp camp, negotiate a vaccination campaign in a conflict area es, negotiate access and assistance in an idp camp es, negotiate a vaccination campaign in a conflict area fr.

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This panel addresses the current state of dialogue between humanitarian negotiators and armed entities, specifically to protect civilian populations.

The session will dissect the challenges encountered in these high-stakes discussions, including sanctions, political barriers, and trust deficits that hinder successful outcomes.

Through a negotiation lens, experts will explore effective strategies for breaking down these barriers, establishing common ground, and advancing civilian protection agendas.

The aim is to share insights, experiences, and good practices that can enhance the safety and security of civilians in conflict zones through improved engagement with weapon bearers.

• Pascal Bongard, Co-Director of the Centre of Armed Groups
• Houda Chalchoul, Senior Legal Officer at the United Nations High Commissioner for Refugees
• Juliet Kelechi Unubi, Humanitarian Diplomacy Advisor at the International Committee of the Red Cross
• Stephen Kilpatrick, former Advisor at the International Committee of the Red Cross and retired British soldier

Watch recording

Humanitarian action is guided by the principles of humanity, neutrality, impartiality, and independence. However, field realities often present scenarios where these principles may conflict with each other or with the urgent need to provide aid.

The decision-making process in these situations is intricate and fraught with moral and ethical dilemmas. Understanding the motivations and justifications behind such decisions is crucial for the evolution of humanitarian negotiation strategies and for maintaining the trust and safety of both aid workers and beneficiaries.

This panel aims to dissect the complex dynamics between adhering to humanitarian principles and confronting the harsh realities of conflict zones and crises.

• Jordi Casafont Torra, Head of Access Unit at the United Nations Office for the Coordination of Humanitarian Affairs
• Assem Elessawy, Operations Coordinator at the International Committee of the Red Cross
• Caroline Gaudron, Conflict and Humanitarian Advisor at Médecins Sans Frontières
• Ed Schenkenberg, Executive Director at HERE

In the past, learning opportunities in our sector were often provided through a single-agency format, driven by reasons like confidentiality and organizational specificity. However, the last decade has seen a shift towards interagency or multi-agency formats, enriching peer experiences and enhancing coordinated humanitarian efforts in the field. The Centre of Competence on Humanitarian Negotiation (CCHN) has embraced this approach, fostering a community of practice with over 8,000 members.

During this session, CCHN aims to highlight the benefits of multi-agency learning opportunities and explore ways to improve collaboration across different offerings in the sector.

Humanitarian negotiation, now recognized as a crucial competence, encompasses various soft skills such as communication, empathy, and influence. Its formalisation has led to a highly connected global community of practice, promoting peer learning and development.

Additionally, the session will commemorate the 10th anniversary of the Naivasha Grid, showcasing its impact and expansion through the community of practice in deep-field operations.

• Josef Reiterer, Lead of the Capability Development I Civil-Military Coordination Service, Response Support Branch (RSB) and Coordination Division at the United Nations Office for the Coordination of Humanitarian Affairs
• Panos Moumtzis, Executive Director of the Global Executive Leadership Initiative
• Alain Lempereur,
• Kristin Fabbe, Chair in Comparative Politics and Business, Director of Executive Education at the European University Institute
• Eileen Morrow, Policy and Advocacy Coordinator at the International Council for Voluntary Agencies

In this session, we will address the intersection of climate change, conflict, and humanitarian needs, focusing on negotiating for long-term solutions and resilience in vulnerable regions affected by environmental degradation.

• H.E. Mr. Jamal Jama Al Musharakh, Ambassador Extraordinary and Plenipotentiary Permanent Representative for the United Arab Emirates
• Shumaila Murtaza, Monitoring, Evaluation, Accountability and Learning Manager at Foundation for Rural Development
• Hugo Slim, Senior Research Fellow, Blackfriars Hall, University of Oxford

Watch recording.

Local negotiators rooted in their communities are pivotal yet often unrecognised in their contribution to resolving crises.

In this session, we will explore the intricate dynamics between ensuring the safety of humanitarian workers and the risk transfer from international to local actors within the context of negotiations, and how external actors can support local actors’ efforts without dominating.

It will address the strategies and ethical considerations involved in negotiating access, protection, and assistance while minimising associated risks for local partners.

The conversation will delve into how negotiation practices can be structured to safeguard all parties, with a special focus on the leadership of local humanitarians without transferring undue risk.

Panelists, including field experts, local negotiators, and security specialists, will share insights and debate approaches to achieving effective and safe humanitarian operations through negotiation.

• Mohammad Alzayed, Health Coordinator at Amel Association International
• Sana Bousbih, freelance Protection and Migration Specialist
• Anastasiya Marchuk, Head of Programmes at Nonviolent Peaceforce
• Andriii Pozniakevych, Head of Disaster Management Department at the Ukrainian Red Cross
• Amro Tarrisi, Head of Programme at Save the Children
• Joanna “Aśka” Warchał-Beneschi, NGO Forum Coordinator at the NGO Forum “Razem” (hosted by Polish Humanitarian Action)

Today, the vital role of women in diplomacy, mediation, and humanitarian negotiation is increasingly acknowledged yet underutilized.

Set against the backdrop of global crises, we explore the integration of women’s unique perspectives and strategies in these traditionally male-dominated fields.

This session seeks to identify and overcome obstacles to female participation, showcasing how gender diversity can lead to more effective and enduring solutions in peace negotiations and humanitarian interventions.

• Adnan Baghajati, Programme Coordinator – Humanitarian Access at the International Organization for Migration
• Anouk Heili, Humanitarian Specialist at UN Women
• Naw May Khin Thet, Senior Programme Manager at the International Rescue Committee
• Mariama Sawadogo, Humanitarian Consultant
• Ina’m Shakhatreh, Executive Assistant at Médecins Sans Frontières
• Diana Tamayo Vélez, Regional Officer for Protection and Accountability at the United Nations World Food Programme
• Irene Marina Zaddach, Programme Officer at the International Organization for Migration

When humanitarian and diplomatic actors collaborate, it can lead to more comprehensive and sustainable solutions, addressing immediate needs and the underlying causes of conflicts.

This session will explore how humanitarian diplomacy can be effectively integrated into frontline negotiations. It will highlight the importance of leveraging the intersection between these two aspects of humanitarian action.

Speakers, which include frontline humanitarian negotiators and seasoned diplomats, will share experiences from their unique perspectives, providing valuable insights into collaborative problem-solving in complex situations.

• Ghada Al Sayegh, Lebanon Missing Responsible, International Committee of the Red Cross
• Anastasiya Marchuk, Head of Programmes, Nonviolent Peaceforce
• Peter Maurer, CCHN Board President
• Ruvendrini Menikdiwela, Assistant United Nations High Commissioner for Protection
• H.E. Ms Lana Nusseibeh, Assistant Minister of Foreign Affairs for Political Affairs
• Ambassador Deike Potzel, Director Director General for Crisis Prevention, Stabilisation, Peacebuilding and Humanitarian Assistance, Government of Germany

Recording not available.

This workshop aims to equip humanitarian negotiators with strategies to increase their leverage and secure agreements when facing more powerful counterparts, such as non-state armed groups or dominant governments.

It will cover practical techniques, case studies, and psychological tactics specifically tailored for scenarios where the negotiator is at a power disadvantage.

The session will balance between exchanging expertise, storytelling, and competing in an interactive game on how humanitarians can negotiate with power.

• Johannes Rothe, Operations Advisor, International Committee of the Red Cross

How are misinformation, disinformation and hate speech employed to shift leverage and power dynamics during negotiations?

Join this session to learn how to identify and neutralise digital threats, maintain the factual groundwork of negotiation scenarios, and ensure the integrity of your negotiation processes.

• Nataliia Azhypa, Programme Manager at Direct Relief Poland
• Gary Karr, Speechwriter and communication expert at the International Organization for Migration
• Max Lamesch, Director for Humanitarian Affairs at the Luxembourg Ministry of Foreign and European Affairs
• Philippe Stoll, Senior Techplomacy Delegate at the International Committee of the Red Cross
• Dr. Maria Van Kerkhove, Acting Director of the Department of Epidemic and Pandemic Prevention and Preparedness as well as the COVID-19 Technical Lead – World Health Organization at the World Health Organization

The efficiency of humanitarian response following a disaster depends on how fast coordination structures are established, supply chains are enabled, and human and financial resources are mobilised.

Negotiating in disaster contexts becomes challenging because of the many parties involved. Often, survivors are turned into first responders until traditional humanitarian response mechanisms are set up. Then, when humanitarian actors step in, it’s necessary to negotiate and coordinate the response among the multiple actors.

In 2023, the CCHN launched its research on negotiating in the context of disasters. Since then, we have conducted a series of interviews to understand field practices, produced a report and developed a thematic session with the project to expand this topic in the future.

The CCHN first started researching the topic of communities at the centre of negotiations in the framework of the Middle East Think Tank, a year-long project developed in collaboration with the Harvard Humanitarian Initiative.

A group of CCHN community members shared experiences, reviewed litterature and worked with experts from other sectors to identify the main challenges related to the topic.

The group then led focus group discussions to develop good practices and tools that support frontline workers when negotiations involve communities.

Negotiating and operating in contexts affected by gang violence requires a strategic approach. These contexts tend to be volatile, unpredictable and hard to access. Establishing clear communication lines is hindered because gangs are highly fragmented and command changes often.

Research conducted by the CCHN points towards the importance of staff continuity, the need for long-term psychological support and building trust as best strategies to operate in gang-controlled areas.

We continue to work on this topic and offer practical advice to humanitarians working in these contexts.

To assist affected populations, humanitarian professionals often carry out negotiations with the support of interpreters. Communication changes when interpreters are involved, and if the negotiator or interpreter have little experience doing this, challenges arise, and negotiation outcomes suffer.

The CCHN regularly talks to negotiators and interpreters who work together in humanitarian contexts to understand what obstacles they face and how to remove them. Since 2022, we have developed a report, guidelines and learning modules to help interpreters and negotiators improve their working relationship.

Unlike negotiators in other fields, humanitarian negotiators are often exposed to extremely stressful environments over prolonged periods of time in addition to episodic intense pressure peaks.

Research conducted by the CCHN focuses on the causes and consequences of pressure, and best practices to counter it. We have developed a programme to help humanitarians to prepare, handle and reduce pressure, and offer regular meetings to discuss this topic in our community.

Humanitarian negotiations and humanitarian diplomacy are inherently intertwined, but what differentiates them isn’t always clear. Some see humanitarian negotiations as one of the many instruments of humanitarian diplomacy, whereas others see the latter as efforts made at a “higher” level by heads of agencies, heads of state and diplomats.

The CCHN continues to investigate this link to bring more clarity and identify opportunities of synergy between the two types of negotiations.

Humanitarians working in displacement contexts negotiate with multiple counterparts, including governments, camp authorities, host communities and affected people themselves. Negotiations often take place in a politically charged environment where humanitarians operate in a legal grey zone.

Since 2020, the CCHN collects information on negotiations in displacement contexts to understand the challenges faced by humanitarians. We have developed contextual simulations, case studies and workshops to support humanitarian practitioners working in these contexts.

Negotiations around health care are distinctive. They involve not only armed actors, but patients and their families, and are often highly emotional. Humanitarian practitioners must also navigate complex public health systems while maintaining humanitarian principles.

At the request of humanitarian professionals, the CCHN launched its research on the topic of healthcare and negotiations in 2019. Since then, we have developed negotiation workshops and case studies tailored to health care contexts, as well as a learning module on how to de-escalate a tense situation.

Protection remains one of the most challenging humanitarian outcomes to negotiate. It’s considered a “sensitive, abstract, non-priority, and controversial” topic by most humanitarians. This lack of consensus is what makes protection negotiations particularly difficult.

Together with its community, the CCHN has identified common challenges and best practices when negotiating protection outcomes. Out of this research, we developed a negotiation workshop on protection, simulations and a thematic group.

Private military companies, state militaries, government forces and armed groups are some of the most common counterparts humanitarians negotiate with.

These actors, however diverse, follow their own values, beliefs, honour codes and hierarchies. Understanding what makes them tick is key to building trust and negotiating effectively.

At the CCHN, we conduct research on how to best engage with state- and non-state armed groups and make it available for the wider humanitarian community through webinars, thematic sessions and publications.

Negotiating for safe and durable access often feels unstructured and speculative. Working conditions for humanitarian agencies can be difficult, local authorities may not be open to collaboration, and the compromise humanitarian practitioners achieve may not be appropriate to respond to humanitarian needs. So, how do humanitarians gain safe access?

The CCHN conducts research on humanitarian access negotiations. Our work aims to understand how humanitarians gain trust, establish guarantees and evaluate the impact of compromises. We collect best practices and lessons learned and share them during our workshops and in our publications.

Since 2018, the CCHN has investigated the impact of diversity in humanitarian negotiations.

Humanitarian practitioners at different managerial levels have shared their views in how their identity and their counterpart’s identity influenced negotiations they have conducted.

Experiences vary, but most humanitarians explained that during negotiations they stress specific elements of their identity, skills, and background — playing up those that allow them to establish a rapport more easily with their counterparts, and downplaying those that are perceived to be detrimental.

To continue the conversation around diversity, we regularly organise informal discussions to collect experiences, impressions and insights and bring back our findings to the community.

The CCHN supports humanitarian agencies in expanding their internal negotiation capacity by providing bespoke learning and development support for all staff members.

This activity is for you if...

…you are looking to strengthen staff members’ negotiation skills within your organisation. …you would like your internal negotiation training to be informed by recent research and by the practice of hundreds of humanitarian professionals working around the globe.

What will you learn?

The CCHN can support your internal Learning department in the design of a specific curriculum (either ad-hoc or permanent), based on our methodology and in line with your agency’s current challenges and learning strategy.

The curriculum may take a peer-to-peer online/onsite format, or it may be an individual experience through e-learning materials and self-learning.

We provide the requesting agency with access to the complete CCHN learning methodology. Alternatively, we embed learning sessions based on our methodology in an existing learning programme delivered by the agency.

We also support your agency in responding to specific challenges through tailored learning content with a thematic or regional focus.

Who can sign up?

Any humanitarian agency or learning institution.

What language will we speak?

English, French, Spanish and Arabic.

How to sign up?

Please contact us to obtain more information and a tailored proposal.

We support humanitarian agencies or field teams by advising them on negotiating access and protection based on our analytical tools and policy work.

…you are looking for tailored guidance navigating a complex humanitarian scenario. …you wish to be supported in the application of CCHN’s strategic tools to your local challenges.

The CCHN provides different levels of advisory support. Level 1  –  Bilateral technical support . We provide guidance to community members and partner organisations through the expertise of CCHN staff and specialised consultants. Level 2  –  Specialised research and policy response . The CCHN’s Research and Development team will provide in-depth analysis and guidance, in collaboration with the Operations team and selected members of our community of practice. Level 3  –  Direct advisory support . You will be supported by a CCHN Mobile Advisory Team comprising our internal operational capacity as well as external resources.

Discover state-of-the-art negotiation tools, apply them to your own negotiations, and critically reflect with peers while contributing to the advancement of research.

… you would like to “deep dive” into CCHN negotiation tools learned during Peer Workshops, Advanced Humanitarian Negotiation Workshops or Thematic Sessions. … you are testing and practising these tools in your daily professional life and engaging in critical reflection about the tools and your practice with peers and with potential support of CCHN mentors. …you wish to be among the first to test and validate innovative negotiation tools that have been recently developed by CCHN researchers and community members. …you are available and committed to joining at least three Negotiation Lab sessions.

Negotiation Labs are critical discussions and exchanges among field practitioners around existing or pilot tools and models that have been recently elaborated by CCHN researchers or by community members in the context of Thematic Groups. Labs may be co-facilitated by CCHN mentors and other selected members of the CCHN community with extensive humanitarian experience and excellent knowledge of CCHN tools. You will have the opportunity to test the tools, apply them in your negotiations and provide feedback for further development, while also supporting ongoing research efforts.

You should have previously attended a CCHN Peer Workshop or Executive Programme.

What is the event format?

Negotiation Labs are organised in small groups, based on demand, over three to five sessions. They take place online and include three to five participants.

Will you receive a certificate?

You will not receive a certificate for this activity.

Negotiation Labs are organised on demand.

Join other humanitarian practitioners and mental health experts over the course of a few days and strengthen your capacity to prepare, manage and recover from high-pressure negotiations.

…you are seeking a safe and confidential space to discuss with other humanitarian professionals about the personal challenges and dilemmas of negotiating under pressure or in high-risk contexts. …you wish to explore the latest tools and methods to identify, manage and cope with stress in complex environments. …(for retreats aimed at training facilitators) you are willing to facilitate similar activities in the future and to organise additional ones in your region.

Retreats will provide you with a safe environment to exchange and new techniques to better prepare, manage, and recover from high-pressure situations. You will learn how to build your resilience and support colleagues facing personal, ethical, and professional dilemmas.

Among the topics tackled during retreats are the mental, emotional and physical dimensions of pressure management and self-care as well as the “before”, “during” and “after” of negotiating under pressure.

You should have previously attended a CCHN Peer Workshop or Executive Programme. Retreats are particularly suitable for community members with a strong interest in the CCHN’s mental health and pressure management activities.

Some retreats aim to train new facilitators, providing them with the tools to organise their own workshops. In this case, you should have completed a Training of Facilitators and have a strong interest in the topic of resilience in negotiation under pressure. You should have the commitment and resources to organise at least two sessions / series of sessions / a retreat in your local context within the 12 months following the training.

English, French or Spanish; additional languages may be available for self-organised workshops, depending on the context where the retreat takes place.

Retreats take place in person. They typically last five days (some parallel activities may take place online for the wider community). They feature group discussions and exercises.

Retreats include a maximum of 25 participants. In-person participants should be able to cover flight expenses and visa fees.

Yes. Those who attend the event in its entirety receive a Certificate of Completion.

Visit the special events calendar reserved for CCHN community members and sign up online for the next event.

Learn helpful techniques to become more resilient to pressure during high-stakes negotiations and provide similar support to the members of your team.

…you wish to learn techniques to better prepare, manage, and cope with high-pressure negotiations. …you feel a need to share and exchange confidentially about issues relating to mental health and self-care during negotiation processes. …you would like to become more resilient and prevent the negative impact of pressure in the future. …you are planning to use self-management tools to support your team members through complex negotiations.

The “Prepare for Pressure” programme will help you better understand your behaviour, master your emotions, and learn methods to reduce the impact of pressure during high-stakes negotiations.

The workshop is provided regularly in English, French and Spanish.

The workshops, facilitated by expert pressure management consultants, take place online and are based on the sharing of the participants’ experiences. They include breathing and other body exercises.

The programme is composed of four modules lasting 10 hours in total. Workshops are normally organised every two months. Each event features a maximum of 25 participants.

Create a one-on-one relationship with another humanitarian professional within the CCHN community. Learn from and with a colleague who understands your negotiation context in a safe space for exchange and reflection.

… you are currently negotiating at the frontlines of humanitarian action. … you are looking for ways to strengthen your negotiation skills while discussing your own experience. … you would like to connect with other professionals while stimulating reflection, critical thinking, exchange of ideas, and brainstorming.

Mentors expand their negotiation expertise while developing soft skills like active listening, critical thinking, and providing feedback.

Mentees gain access to a safe, confidential space of reflection and exchange with an experienced peer negotiator.

Both mentors and mentees should have previously attended a CCHN Peer Workshop or Executive Programme. Mentors join the programme upon invitation, depending on the skills and expertise they demonstrate. They attend an onboarding workshop before becoming listed in the CCHN mentors’ database. Mentees can join the programme by submitting an online application. The CCHN team provides them with guidance so they can fully take advantage of the mentoring relationship.

Training and onboarding materials are available in English, French and Spanish; however, the mentoring exchanges can take place in any language shared by the mentor and mentee. The mentors currently available in our database collectively speak more than 80 languages.

Before entering a mentoring relationship, mentors attend an onboarding workshop where they learn about mentoring practices and skills including structuring a mentoring relationship, active listening and providing feedback. They later practice these skills during role-play simulations. Mentees who apply gain access to the CCHN mentoring database, where they can autonomously select and contact the mentor(s) whose profile or expertise best matches their needs. The one-on-one relationship between a mentee and a mentor takes place privately and confidentially according to the participants’ preferences.

The CCHN organises “Mentoring Coffee” events twice per month. All participants are welcome to attend and discuss mentoring practices as a group.

The mentors who attend an onboarding workshop in its entirety receive a Certificate of Completion.

Mentees do not receive a certificate.

Contact us if you are interested in becoming a mentee.

Join an informal, regular gathering of humanitarian professionals to discuss a specific negotiation challenge and produce practical guidance for humanitarian colleagues.

…you’re looking to receive practical guidance from other frontline negotiators on your operational challenges. … you are committed to working with other community members towards developing concrete tools, guidelines, or frameworks that can support humanitarian practitioners. …you wish to discuss with experts and researchers, engage yourself in operational research, create space for discussion, and think outside the box to find creative solutions to shared challenges. … you can commit to attending periodic discussions around the group’s topic.

You should have previously attended a CCHN Peer Workshop or Executive Programme. You should be committed to developing a particular topic related to humanitarian negotiation.

English or any other language depending on the preference of the group.

Thematic group meetings take place online at regular intervals (typically every 4-6 weeks).

Thematic groups are informal exchanges, and you will not receive a certificate for this activity.

Informal but structured group discussions around a specific negotiation angle or context, either online or in person.

…you’re looking for an informal group exchange on a certain challenge relating to humanitarian negotiations. …you wish to rely on the support of a global network to help you plan and carry out future humanitarian negotiations.

Anyone who has previously attended a CCHN Peer Workshop or Executive Programme.

Arabic, English, French, or Spanish depending on the geographical focus of each event.

Peer circles may take place online or in connection with in-person events. Their length varies depending on the theme; online events typically last one to two hours. Each event has an average of 20 participants.

Peer circles are informal exchanges; you will not receive a certificate for this activity.

Test your negotiation skills in a realistic scenario and put your knowledge of the CCHN tools into practice.

…you would like to test your understanding of the negotiation tools and methods learned during previous workshops. …you are looking to strengthen your problem-solving skills through roleplay and better prepare for your next negotiation.

Arabic, English, French, or Spanish.

Simulations can take place either in person or online, with the use of virtual interactive boards. They are usually organised as a complement to a Peer Workshop or another learning activity.

A simulation lasts between two and four hours and features a maximum of 30 participants.

Become a CCHN workshop facilitator and help other humanitarian professionals strengthen their negotiation skills while benefitting from their collective expertise. Take your engagement in the CCHN Community of Practice to the next level and lead Peer Workshops for your team or for the wider humanitarian community, with support from the CCHN.

…you are interested in learning facilitation techniques that are applicable across different domains. …you would like to benefit from the expertise of frontline negotiators sharing their own experience and practice. …you wish to share your learning on humanitarian negotiation with members of your organisation or other professionals across the sector. … you are available to facilitate CCHN Peer Workshops both online and onsite.

You will learn facilitation techniques to guide other humanitarian professionals in applying the negotiation methodology developed by the CCHN.

The topics discussed include active listening, effective communication, storytelling and delivering presentations without making use of PowerPoint.

At the end of the training, you will be able to facilitate CCHN Peer Workshops, including by using case studies and simulation exercises.

Active CCHN facilitators gain access to dedicated learning and sharing opportunities, including the Facilitators Annual Meeting.

You should have previously attended a CCHN Peer Workshop as an engaged participant. You should demonstrate a very good understanding of the CCHN negotiation tools and commitment to share your learning with other professionals.

Trainings of Facilitators are available both online and in person. Online workshops include four sessions lasting two hours each and welcome a maximum of 25 participants; they focus on building facilitation skills for online events.

In-person workshops last four full days and welcome a maximum of 15 participants. They are aimed at building skills to facilitate in-person events.

Once you complete the training, you will be invited to join Peer Workshops as a facilitator.

Yes. Those who attend the workshop in its entirety and consequently facilitate at least one Peer Workshop will receive a Certificate of Completion.

Advanced Humanitarian Negotiation Workshops offer participants an opportunity to consolidate their previous learning while acquiring advanced skills and tools to plan, manage or evaluate humanitarian negotiations. You will dive deeper into the behavioral aspects of negotiation through CCHN tools, putting them into practice in context-specific scenarios.

…you took stock of the negotiation tools and strategies discovered during a Peer Workshop and feel the need of more solid or in-depth grounding. … you are interested in advanced and more complex tools to plan and evaluate your negotiations and critically reflect about your current practice. … you wish to improve your negotiations and communication skills, experimenting and learning from mistakes. …you are a mid- or senior-level humanitarian professional carrying out regular negotiations at the frontlines.

Advanced Humanitarian Negotiation Workshops tackle different topics over four days:

• Day 1: Designing and understanding the mandate of the negotiation.
• Day 2: Understanding your counterpart.
• Day 3: Building trust and crafting an argument.
• Day 4: Designing a negotiation strategy (optional).

A negotiation simulation completes the workshop on the fourth day. The Advanced Humanitarian Negotiation Workshop is based on the sharing of the participants’ negotiation experience and simulations. You will be asked to (confidentially) share your negotiation stories with the group as a basis for joint discussion and exercises.

You should have previously attended a CCHN Peer Workshop or Executive Programme. You should also have several years of experience negotiating in the field.

English, Spanish and French – with the possibility of live interpretation into other languages.

Advanced Humanitarian Negotiation Workshops may take place online or in person. In-person workshops last for three or four full days, welcoming 16-20 participants. Online workshops can be organised on demand.

Applied Negotiation Workshops help humanitarian professionals develop additional skills to plan and carry out negotiations in specific contexts or around particularly challenging operational topics. Participants are introduced to context-tailored methods, tools and case-studies based on the latest CCHN research and on humanitarian practice.

… you’re seeking to consolidate your previous learning from attending a Peer Workshop. …you wish to acquire advanced skills and tools to plan and evaluate humanitarian negotiation and issue a mandate. …you are a mid- or senior-level humanitarian professional carrying out regular negotiations at the frontlines.

Applied Negotiation Workshops tackle different topics over three days:

• Day 1: Humanitarian negotiation as a personal endeavour and institutional process.
• Day 2: Humanitarian negotiation as a professional relationship: managing and leveraging risks.
• Day 3: Building trust and fostering legitimacy and strategic planning in complex environments.

In-person workshops last for three full days. They feature 16- 20 participants.

A successful negotiation does not only rely on the tools and strategies applied; it also depends on how the negotiator interacts with the counterpart. Learn how to develop negotiation skills including communication, self-awareness, emotional intelligence, and conflict management.

… you wish to become more aware of how your behaviour and body cues may affect the outcome of a negotiation. …you’d like to discover additional approaches helping to build a relationship of trust with a counterpart.

Each workshop is divided into four sessions, respectively focusing on:

• Self-awareness (social and emotional intelligence, microexpression and emotional triggers, conflict handling styles).
• Leading the team into the negotiation process (decision making, delegation and empowerment, making appropriate decisions).
• Communicating and transaction (local codes, influencing, listening skills, linguistics, creating trust, intercultural communication).
• Roleplay and the behavioural aspects of a negotiation.

Soft skills workshops are usually delivered online over the course of two days; they include roleplay and simulations. They are often organised in connection with another in-person workshop. Each event welcomes an average of 20 participants.

A first step into your CCHN learning pathway and an opportunity to join a global community of humanitarian negotiators. Peer Workshops provide you with knowledge of fundamental negotiation tools which are essential to plan, carry out and evaluate field negotiations. This knowledge will come in handy as you expand your negotiation expertise and prepare for more advanced workshops. Completing a Peer Workshops is a pre-requisite to join the CCHN community of practice and to attend other CCHN learning activities.

…you want to gain a fundamental understanding of negotiation tools and methods, share your negotiation experience and learn from others, connect with frontline negotiators in your region or around a specific topic, and set the foundation to attend more advanced workshops in the future.

• Carrying out a context analysis to understand the environment in which the negotiation takes place.
• Developing a tactical plan and assembling the right negotiation team.
• Critically reflecting on your role in the negotiation and how your counterpart may perceive you.
• Identifying the actors that may influence your counterpart.
• Understanding your counterpart’s position, reasoning and values.
• Defining your own position, your institutional limitations and bottom lines.

You will also discover some basic techniques to de-escalate a high-tension situation. You will then put your new learning into practice during a simulation exercise at the end of the workshop.

You should be a humanitarian professional with a minimum of three years of negotiation experience in a field context. Peer Workshops are open to both national and international staff of humanitarian organisations.

Arabic, English, French, Spanish or Portuguese, depending on the regional focus of each workshop. Learning materials can be translated into additional languages.

Peer Workshops are based on the sharing of the participants’ negotiation experiences. You will be invited to (confidentially) share your own stories with the group as a basis for joint discussion and learning.

Online workshops include six sessions, each lasting two hours (10 hours in total), taking place over the course of either three or five days.

In-person workshops are held over three full days and may feature additional thematic sessions.

The CCHN will accept a maximum of 30 people for in-person workshops and a maximum of 50 people for online workshops.

Visit our public events calendar to discover which of our upcoming workshops is most relevant for you, then submit your application online.

An interactive and confidential safe space for humanitarian decision-makers and senior management to share complex negotiation experiences and better lead negotiation teams as they navigate relationships with difficult counterparts. Completing the Executive Programme allows access into the CCHN community of practice as well as other advanced learning opportunities.

…you are a decision-maker within a humanitarian agency (Country Representative, Country Director, Deputy Director or equivalent level) and act as the mandator in frontline negotiation processes. …you wish to strengthen your leadership in guiding your agency’s negotiation teams. …you wish to build advanced negotiation skills in complex environments while becoming part of a professional network of senior managers.

The Executive Programme makes use of practical exercises, peer exchanges and simulations to encourage learning around the following topics:

• Designing adequate strategies for complex humanitarian negotiations.
• Sorting information and coping with disinformation in complex environments.
• Leading high-stakes negotiations while managing competing agendas.
• Managing and leveraging risks in frontline negotiations.
• Facing difficult counterparts and regaining trust.
• Constructing a positive dialogue on controversial issues.
• Developing a collaborative approach and professional culture in complex environments.

Seasoned humanitarian managers currently covering a Country Director, Deputy Director, or equivalent role.

Executive Programme workshops are usually held in person over the course of three days. However, different formats may be available upon request. Each event welcomes an average of 30 participants.

…you want to take a closer look at a specific topic or challenge you face as part of your negotiation processes and receive practical guidance from other professionals.

Thematic sessions are based on CCHN research and on the sharing of the participants’ negotiation experiences. We select operational themes or contexts and tailor the session around them.

Some of the topics we tackled in previous thematic sessions include: negotiating humanitarian access and corridors in sensitive contexts, negotiating with the help of interpreters, managing mis- and disinformation in humanitarian contexts, negotiating with armed groups, negotiating in the context of protection or healthcare operations.

Arabic, English, French, or Spanish depending on the geographical focus or topic of each session.

Thematic sessions may take place either online or in person. Length varies depending on the theme discussed. Each session has an average of 30 participants.

No, you will not receive a certificate for this activity.

…you want to gain a fundamental understanding of negotiation tools and methods, share your negotiation experience and learn from others, connect with frontline negotiators in your region or around a specific topic, and set the foundation to attend more advanced workshops in the future.

Each event welcomes an average of 30 participants.

Visit our public events calendar to discover which of our upcoming workshops is most relevant for you, then submit your application online. frontline-negotiations.org/events [email protected]

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Rethinking Negotiation

• Barry Nalebuff
• Adam Brandenburger

For decades, negotiators have been working out agreements by focusing on interests, not positions. But the messy problem of how to share the gains created by deals has remained unresolved—until now. The answer, argue Yale’s Nalebuff and NYU’s Brandenburger, lies in accurately identifying and sizing the negotiation “pie,” which they define as the additional value produced by an agreement to work together. It’s the value over and above the sum of the two sides’ best alternatives to a negotiated agreement, or BATNAs.

The pie most people have in their heads, however, is the total value available to be split. Because of this, they argue over the wrong numbers and issues, taking positions that they think are reasonable but that are in fact self-interested.

Once the pie is properly understood, the allocation rule is simple: The parties in a negotiation have an equal claim on the pie, so it should be divided evenly. This is true regardless of what they can accomplish on their own, because both are equally needed to create the gains. This principle can be applied in a variety of increasingly complicated real-world scenarios, which the authors walk readers through in this article.

A smarter way to split the pie

Idea in Brief

The problem.

People don’t understand what’s really at stake in a negotiation. Their misconceptions make it much harder to reach an agreement.

Why It Happens

Negotiators focus on the total amount to be divided, not on the value created by an agreement. That leads to conflicting views on power and fairness.

The Solution

Recognize that the gains to be shared are the additional value the agreement creates over and above the sum of the two sides’ best alternatives. This negotiation pie should be divided equally, because both sides are equally essential to creating it.

Negotiation is stressful. A great deal is at stake: money, opportunity, time, relationships, reputations. Often that brings out the worst in people as they attempt to take advantage of the other side or try to look tough. So wouldn’t we all be better off if there was a way to treat people fairly in a negotiation and get treated fairly in return? In the following pages we’ll offer a simple, practical, field-tested approach that enables you to do just that.

• Barry Nalebuff is the Milton Steinbach Professor at Yale School of Management and a cofounder of Honest Tea.
• Adam Brandenburger is the J.P. Valles Professor at the Stern School of Business at New York University, distinguished professor at NYU Tandon School of Engineering, and faculty director of the Program on Creativity and Innovation at NYU Shanghai.

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Team Composition and Roles

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Managing Multi-party Negotiations

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• General & Introductory Business & Management
• Business Self-Help

The Elements of Negotiation: 103 Tactics for Everyone to Win in Each Deal

ISBN: 978-1-394-24830-8

August 2024

Keld Jensen

Comprehensive guide to mastering negotiation, based on 24 years of research

The Elements of Negotiation provides readers with an easy-to-follow step-by-step approach to becoming exceptional negotiators in both their professional and personal lives. Grounded in 24 years of extensive research, studying the habits and techniques of 35,000 individual negotiators, the 103 steps provide a detailed roadmap for negotiation excellence, covering preparation, execution, and post-negotiation analysis.

Backed by tested science proving the tips' efficacy, The Elements of Negotiation explores a wealth of real-world case studies and examples, with trends and predictions into the future of negotiation, and additional resources and training programs to further improve your negotiation skills. In this book, you'll learn:

• How to prepare for negotiations to achieve superior financial outcomes
• What to say—and not say—during any negotiation, big or small
• How successful negotiators achieve positive outcomes for both parties
• Why successful negotiators are usually successful in both their personal and professional lives

With its research-backed approach and the expertise of Keld Jensen, an international authority on negotiation with countless accolades and clients like the Financial Times, Target, Government of Canada, and UCLA, The Elements of Negotiation is an invaluable resource for anyone looking to elevate their negotiation skills.

KELD JENSEN is a globally recognized expert in negotiation, trust, and communication. With 26 published books and a readership of over 3 million, Jensen’s insights have shaped the negotiation strategies of countless professionals worldwide. He is a Top Negotiation Voice on LinkedIn, an associated professor at several international universities, on the top 5 Global Gurus negotiation list, and appeared in more than 200 television programs. Keld’s extensive and impressive client list includes Rolls-Royce, PG&E, Microsoft, IKEA, UCLA, DLA Piper, LEGO, UNICEF, several governments, Novo Nordisk, and others.

Emiliia Komarova

Student intern, negotiation and conflict resolution.

Hi everyone! My name is Emi (she/her/hers), I am from Kyiv, Ukraine. This is my third semester here at CU, I’m pursuing my Master’s Degree in the Negotiations and Conflict Resolution program. Prior to that, I got my BA degree at the American University, in Washington, D.C. Fun fact about me: I can speak 7 languages. I aspire to work for a non-profit that focuses on rebuilding post-war states like Ukraine or to work for an analytical think-tank with a focus on Ukraine, and Eastern Europe.

• Negotiation and Conflict Resolution

Effective Settlement Techniques in Employment Disputes

Effective settlement techniques in employment disputes involve a strategic combination of proactive measures, nuanced communication strategies, and informed decision-making to optimize outcomes and minimize the risk of costly litigation. Employers can mitigate disputes by establishing clear policies, fostering open communication, and identifying early warnings of conflict. Mediation and negotiation require careful evaluation of mediators, active listening, and non-confrontational language. Effective communication involves separating emotions from facts, using creative problem-solving techniques, and evaluating settlement options with a cost-benefit analysis. By applying these techniques, employers can increase the likelihood of a mutually beneficial agreement, and uncover additional strategies to further refine their approach.

Table of Contents

Pre-Dispute Resolution Strategies

In the domain of employment disputes, proactive measures can substantially mitigate the likelihood of conflicts arising, and pre-dispute resolution strategies play a vital role in achieving this goal. By implementing early intervention and preventive measures, organizations can reduce the risk of disputes escalating into full-blown conflicts. One effective approach is to establish clear communication channels and grievance procedures, allowing employees to voice concerns and address issues promptly. This proactive stance helps to prevent misunderstandings and miscommunications that can lead to disputes. Additionally, organizations can develop and disseminate detailed policies and procedures, providing clarity on expectations and guidelines for employees. Regular training and workshops can also foster a culture of respect and open communication, further reducing the likelihood of disputes. By adopting these pre-dispute resolution strategies, organizations can create a conducive work environment, minimize the risk of disputes, and ultimately, reduce the need for costly litigation .

Identifying Key Issues Early

Early identification of key issues is crucial in preventing the escalation of employment disputes, as it enables organizations to address problems promptly and effectively, thereby minimizing the risk of further conflict. This proactive approach allows employers to recognize early warnings, such as unusual patterns of absenteeism, decreased productivity, or increased complaints, which can indicate underlying issues that require attention. By addressing these early warnings, organizations can prevent the dispute from escalating into a full-blown conflict.

Identifying key issues early also enables organizations to uncover the root causes of the dispute, which is indispensable in developing effective solutions. This involves conducting a thorough analysis of the situation, gathering relevant information, and engaging with all parties involved. By understanding the underlying causes of the dispute, organizations can develop targeted strategies to address the issue, which can lead to a more effective and sustainable resolution. By prioritizing early identification of key issues, organizations can reduce the likelihood of protracted and costly disputes, and create a more positive and productive work environment.

Selecting the Right Mediator

When selecting a mediator for employment disputes, it is vital to weigh several key factors that can profoundly impact the success of the mediation process. The mediator's legal proficiency, impartiality, and neutrality are pivotal qualities that can instill confidence in the parties and facilitate constructive dialogue. By carefully evaluating these factors, parties can increase the likelihood of reaching a mutually beneficial settlement.

Mediator's Legal Expertise

Effective dispute resolution hinges on the mediator's ability to navigate the complexities of employment law, rendering legal proficiency a crucial consideration in selecting the right mediator. A mediator with extensive knowledge of employment law can identify key issues, facilitate productive discussions, and guide parties towards a mutually beneficial agreement.

When evaluating a mediator's legal expertise, consider the following factors:

• Legal Expertise : Has the mediator concentrated in employment law or a related field, such as labor law or worker's compensation? This concentration guarantees they are well-versed in the nuances of employment disputes.
• Jurisdictional Knowledge : Is the mediator familiar with the specific laws and regulations governing the dispute, including federal, state, or local statutes? This knowledge helps them navigate the complexities of the case.
• Practical Experience : Has the mediator handled employment disputes similar to yours, and can they draw upon this experience to facilitate a successful resolution?

Impartiality and Neutrality

In addition to possessing legal proficiency, a mediator's impartiality and neutrality are pivotal qualities that can substantially impact the success of the mediation process, as they foster an environment of trust and facilitate open communication between parties. A neutral third-party perspective allows mediators to approach the dispute with a fresh and unbiased mindset, untainted by preconceived notions or allegiances. This enables them to identify creative solutions that might have been overlooked by the parties themselves. Bias avoidance is paramount in this regard, as even the slightest perception of partiality can erode trust and undermine the mediation process. A mediator's impartiality and neutrality also enable them to navigate complex emotional dynamics, guaranteeing that all parties feel heard and valued. By maintaining a neutral stance, mediators can facilitate constructive dialogue, promote active listening, and guide parties towards mutually beneficial agreements. Ultimately, a mediator's impartiality and neutrality are indispensable for building trust, fostering open communication, and achieving a successful resolution in employment disputes.

Effective Communication Techniques

Employers and employees alike can markedly reduce the likelihood of misunderstandings and miscommunications by actively listening to each other and clarifying expectations. Effective communication is vital in employment disputes, as it helps to prevent escalations and promotes mutually beneficial resolutions.

Active listening involves fully concentrating on the speaker, avoiding interruptions, and asking open-ended questions to verify understanding. This technique helps to identify underlying concerns and interests, allowing parties to address them effectively.

To foster effective communication, consider the following strategies:

• Paraphrase and summarize : Repeat back what you've heard to verify understanding and clarify any misconceptions.
• Use non-confrontational language : Employ 'I' statements instead of 'you' statements, which can come across as accusatory.
• Avoid giving unsolicited advice : Refrain from offering solutions unless requested, as this can be perceived as presumptuous.

Separating Emotions From Facts

While effective communication lays the groundwork for resolving employment disputes, it is equally important to separate emotions from facts to certify that discussions remain productive and concentrated on finding a mutually beneficial solution. Emotional awareness is vital in this context, as it enables parties to recognize and manage their emotions, thereby preventing them from clouding their judgment. A key strategy for achieving this separation is through fact-finding exercises, which involve gathering and analyzing objective data to establish a clear understanding of the dispute's underlying issues. By centering on verifiable facts, parties can avoid getting bogged down in emotional debates and instead, engage in constructive discussions that address the root causes of the dispute. This approach helps to depersonalize the conflict, allowing parties to explore potential solutions that meet their underlying interests and needs. By separating emotions from facts, parties can create a more conducive environment for negotiations, increasing the likelihood of reaching a settlement that satisfies all parties involved.

Creative Solution Generation

By shifting the emphasis from entrenched positions to innovative solutions, parties can brainstorm novel approaches that reconcile their conflicting interests and needs. This creative solution generation phase is crucial in employment disputes, where traditional negotiation tactics often reach an impasse. To stimulate innovative thinking, parties can employ lateral thinking techniques, encouraging them to consider unconventional solutions that might not have been apparent initially.

Some effective tools to facilitate creative solution generation include:

• Mind mapping : a visual technique that helps parties organize their thoughts, identify patterns, and generate new ideas.
• Reverse brainstorming : identifying the opposite of what each party wants to achieve, and then working backwards to find a mutually beneficial solution.
• Starbursting : taking a central idea and generating as many new ideas as possible around it, without worrying about their feasibility.

Evaluating Settlement Options

When evaluating settlement options in employment disputes, it is vital to weigh the financial implications of each proposal. This involves calculating the costs and benefits of each scenario, including any monetary compensation, legal fees, and potential long-term consequences. Additionally, non-monetary terms, such as reinstatement, apology, or policy changes, must also be carefully examined to guarantee a thorough assessment of each settlement option.

Assessing Financial Implications

Evaluating settlement options necessitates a thorough assessment of the financial implications, as even a slight miscalculation can substantially impact the outcome of the dispute. A thorough financial analysis is vital to determine the viability of each settlement option. This involves financial forecasting to estimate the potential costs and benefits associated with each option.

To assess the financial implications, consider the following key factors:

• Cost benefit analysis : Weigh the potential costs of litigation against the benefits of settling the dispute. This includes calculating the legal fees, specialist witness fees, and other expenses associated with taking the case to trial.
• Risk assessment : Evaluate the likelihood of success in litigation and the potential financial consequences of an unfavorable outcome.
• Opportunity costs : Consider the financial impact of diverting resources to litigation, including the opportunity costs of delayed business operations or investments.

Weighing Non-Monetary Terms

In addition to financial considerations, parties must carefully weigh non-monetary terms that can substantially influence the overall value of a settlement agreement, such as confidentiality provisions, non-compete clauses, and reputational impacts. These terms can have a significant bearing on the parties' interests and may be more valuable than monetary compensation. For instance, an employer may prioritize confidentiality provisions to protect sensitive business information, while an employee may place greater importance on non-financial incentives, such as a positive reference or career counseling. Flexibility clauses can also be pivotal, allowing parties to adapt to changing circumstances and avoid potential disputes. When evaluating settlement options, parties should consider the interplay between these non-monetary terms and their financial implications. By doing so, they can create a more exhaustive and mutually beneficial agreement. Effective negotiation of non-monetary terms can lead to a more durable and satisfactory settlement, ultimately resolving the employment dispute in a way that meets the needs of all parties involved.

Negotiating With Confidence

Effective negotiators approach employment disputes with a clear understanding of their goals, priorities, and limits, thereby laying the groundwork for negotiating with confidence. This confidence is crucial in employment disputes, as it enables negotiators to effectively communicate their interests, assert their positions, and make strategic concessions.

To boost confidence, negotiators can employ several techniques:

• Prepare thoroughly : Research the case, organize documents, and anticipate counterarguments to feel more in control of the negotiation process.
• Focus on interests, not positions : By understanding the underlying interests and needs of all parties, negotiators can create value and find mutually beneficial solutions.
• Use positive body language : Maintain eye contact, use open and relaxed postures, and avoid defensive or aggressive gestures to project confidence and build trust.

Managing Expectations Successfully

As negotiators work to establish a confident foundation in employment disputes, they must also recognize the importance of managing expectations to prevent misaligned assumptions and foster a productive dialogue. Unmet expectations can lead to frustration, mistrust, and ultimately, an impasse in negotiations. Effective expectation management involves clearly understanding the settlement goals of all parties involved and aligning them to achieve a mutually beneficial outcome. This requires active listening, open communication, and a willingness to adapt and adjust expectations as needed.

To manage expectations successfully, negotiators should identify and prioritize key issues, clarify any ambiguities, and establish realistic targets. By doing so, they can create a shared understanding of what can be achieved and center on finding creative solutions that meet the parties' needs. Expectation alignment is critical in preventing misunderstandings and guaranteeing that all parties are working towards the same objectives. By managing expectations effectively, negotiators can build trust, facilitate collaboration, and increase the likelihood of a successful settlement. Ultimately, this approach enables parties to navigate employment disputes more efficiently, reducing the risk of protracted litigation and promoting a more constructive resolution.

Documenting the Agreement

Upon reaching a settlement, negotiators must meticulously document the agreement to certify a clear and thorough understanding of the terms, thereby preventing potential misinterpretations and disputes. A well-documented agreement verifies that all parties are on the same page, reducing the likelihood of future conflicts.

To achieve agreement clarity, the document should adhere to a clear and concise format. Three vital elements to include are:

• Specific terms and conditions : Clearly outline the agreed-upon terms, including any obligations, responsibilities, and timelines.
• Unambiguous language : Avoid using vague or open-ended language that can be subject to multiple interpretations.
• Signature and date : Authenticate that all parties sign and date the agreement, signifying their acceptance of the terms.

Frequently Asked Questions

What happens if the mediator has a conflict of interest?.

If a mediator has a conflict of interest, they must disclose it to the parties; failure to do so may lead to mediator bias, compromising the mediation's integrity, and potentially rendering the settlement unenforceable.

Can I Settle a Dispute Without Involving HR or Management?

In certain situations, employees may opt for a direct approach, bypassing HR or management, to settle disputes, promoting employee empowerment and potentially expediting resolution, but this approach requires careful consideration of organizational policies and potential consequences.

How Do I Handle a Difficult or Uncooperative Opponent?

When dealing with a difficult or uncooperative opponent, employ emotional intelligence to remain calm and composed, while acknowledging power dynamics to navigate the situation effectively, thereby fostering a constructive dialogue and increasing the likelihood of a mutually beneficial outcome.

What if the Settlement Offer Is Unacceptable to Either Party?

When a settlement offer is unacceptable, parties should consider a counter proposal that bridges the gap, employing a negotiation strategy that balances concession and creativity to stimulate further discussion and potential agreement.

Are All Settlement Agreements Confidential by Default?

Not necessarily; while confidential clauses are common in settlement agreements, they are not automatic. Parties can negotiate the level of confidentiality, and public disclosures may still be required by law or regulatory bodies in certain circumstances.

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• Friday, August 30, 2024

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• Published: 29 August 2024

Climate change will exacerbate land conflict between agriculture and timber production

• Christopher G. Bousfield   ORCID: orcid.org/0000-0003-3576-9779 1 , 2   na1 ,
• Oscar Morton   ORCID: orcid.org/0000-0001-5483-4498 1 , 2   na1 &
• David P. Edwards   ORCID: orcid.org/0000-0001-8562-3853 1 , 2  

Nature Climate Change ( 2024 ) Cite this article

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• Agriculture
• Climate-change impacts
• Ecosystem services

Timber and agricultural production must both increase throughout this century to meet rising demand. Understanding how climate-induced shifts in agricultural suitability will trigger competition with timber for productive land is crucial. Here, we combine predictions of agricultural suitability under different climate change scenarios (representative concentration pathways RCP 2.6 and RCP 8.5) with timber-production maps to show that 240–320 Mha (20–26%) of current forestry land will become more suitable for agriculture by 2100. Forestry land contributes 21–27% of new agricultural productivity frontiers (67–105 Mha) despite only occupying 10% of the surface of the land. Agricultural frontiers in forestry land occur disproportionately in key timber-producing nations (Russia, the USA, Canada and China) and are closer to population centres and existing cropland than frontiers outside forestry land. To minimize crop expansion into forestry land and prevent shifting timber harvests into old-growth tropical and boreal forests to meet timber demand, emissions must be reduced, agricultural efficiency improved and sustainable intensification invested in.

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Timber is a natural resource of vital importance to the global economy. Production occurs in a third of the forests of the world 1 and contributes more than US$1.5 trillion per year to national economies 2 . Global timber demand is expected to rise by between 54% and 200% by 2050 3 , 4 , driven by increasing urbanization and the need to replace carbon-intensive construction materials, such as steel or concrete 5 , as many nations move towards net-zero economies.

Ensuring a sustainable supply of timber throughout the twenty-first century is a key global challenge. Climate change will cause significant stresses to global timber supplies as increasingly severe and frequent extreme weather conditions impact tree survival and drive increased forest disturbances 6 , 7 . Wildfires already pose substantial risks, with an area of timber-producing forest the size of Great Britain lost to fire between 2001 and 2021 and a twofold to fourfold increase in the rate of loss from 2016 8 . Pest outbreaks are also expected to increase in extent and severity under climate change 9 , 10 , compounding threats to future timber yield. However, an emerging threat to timber production may yet come from a presently overlooked source: competition for land with agriculture.

Concurrent with rising timber demand, meeting the nutritional needs of an increasing and more affluent global population requires agricultural production to double by 2050 compared to 2005 11 . Agriculture is predicted to track suitable growing conditions under climate change 12 . Thus, by 2060–2080, 1.5 billion ha of previously unsuitable land is predicted to become available for agricultural production 13 . Conversely, 2.2 billion ha of land is predicted to become less suitable by 2071–2100 14 . Previous research has scarcely considered the implications of meeting rising demand for timber and food on an increasingly hostile planet.

A key unanswered question is the degree to which climate-induced shifts in agricultural suitability will trigger competition with land currently used for timber production. We combine global data on timber production and agricultural suitability to examine the scale of this potential future conflict under two representative concentration pathways (RCP 2.6 and 8.5; Methods ) representing best- and worst-case scenarios for global emissions. We have four key objectives: (1) determine the degree to which future changes in agricultural suitability will overlap with timber production; (2) identify hotspots for potential conflict; (3) identify which crops are driving this conflict; and (4) assess the relative pressure of future cropland expansion into forestry land compared to non-forestry land.

Potential for land conflict to increase throughout the twenty-first century

To identify the scale of potential future agriculture and forestry conflict, we overlaid two datasets detailing the global extent of forestry land and predictions of future agricultural suitability for key crops under climate change scenarios. The forestry data come from ref. 15 , who combined satellite-derived forest loss data with machine learning to identify areas where forest loss events between 2001 and 2022 were driven by forestry activity, which we use to denote forestry land in this study. The agricultural suitability data come from ref. 14 , who used climatic, soil and topographic conditions to predict future agricultural suitability for the 17 most important crops of the world for the global economy, food security and biofuel throughout the twenty-first century 14 , 16 under two climate change scenarios (RCP 2.6 and 8.5). Agricultural suitability is classified by ref. 14 into four categories: not suitable (0), marginally suitable (1–32), moderately suitable (33–75) and highly suitable (76–100).

By the end of the century, 240 and 320 million hectares (Mha) of current forestry land is expected to become more suitable for agriculture under RCP 2.6 and 8.5, respectively (Fig. 1 ; see Extended Data Fig. 1 for raw suitability values). This equates to 20–26% of current global forestry land—an area almost the size of India. Globally, forestry land demonstrates an average increase in agricultural suitability of 13.3% and 17.9% under RCP 2.6 and 8.5, respectively. Areas of increasing agricultural suitability are dominated by the boreal north, particularly Western Canada and across Siberian Russia, as well as the USA and China (Fig. 1 ).

a – d , Change is relative to the historical period (1990–2009) and is presented for RCP 2.6 ( a , c ) and RCP 8.5 ( b , d ) in the time periods 2040–2069 ( a , b ) and 2070–2099 ( c , d ). Pixels are aggregated to 50× the original resolution (~1 km 2 at the equator) for visualization, with the value presented being the mean change across all aggregated pixels. Agricultural suitability is ranked from 0 to 100 as per ref. 14 , with 0 denoting not suitable, 1–32 marginally suitable, 33–75 moderately suitable and 76–100 highly suitable. Thus, a change of +100 indicates that previously unsuitable land will be highly suitable for agriculture. Alaska and northeastern Russia are removed to improve visualization since little forestry land is mapped here.

Not all forestry land becomes more suitable for agriculture under climate change. Between 27 and 110 Mha will become less suitable by 2070–2099 under RCP 2.6 and 8.5, respectively. Decreases are predominantly seen across tropical areas, particularly southern and eastern Brazil and southern Europe, with patterns of decreased suitability considerably stronger under RCP 8.5 (Fig. 1 ). These areas are already experiencing increased frequencies of heatwaves, droughts and wildfires 8 , 17 , 18 , 19 with climate change predicted to drive increasingly severe extreme events in the future 20 , 21 . Such conditions reflect low future suitability for both agriculture and timber production, further restricting available areas and potentially exacerbating competition for productive land. Across the tropics, large areas of forestry land highly suitable for agriculture remain so into the future (for example, Brazilian Atlantic Forest and Malaysian Peninsula) and these areas are already threatened by agricultural expansion 22 , 23 .

The agricultural footprint of the boreal regions is currently low 24 , primarily because of historically cold temperatures limiting crop growth and productivity 25 . However, northern latitudes are already warming disproportionately fast 26 and will see increased agricultural activity in the future 13 , 14 . In part, this expansion will be driven by falling agricultural yields in areas becoming less suitable for crops due to increasing drought conditions. These conditions will simultaneously increase wildfire risk in timber-producing forests 8 , restricting both timber and agricultural production towards shrinking areas of higher productivity, particularly in northern latitudes 10 , 14 .

Focusing on agricultural land that is productive (not marginal, with an agricultural suitability score ≥33 (ref. 14 ; Methods ) and thus assumed to be capable of competing economically with timber production, there will be a net increase of 65 and 84 Mha of agriculturally productive forestry land by the end of the twenty-first century under RCP 2.6 and 8.5, respectively. This represents a 13% and 18% increase relative to the historical period (1990–2009). Europe (including Russia) sees the greatest increase of productive land with 42 Mha of forestry land becoming newly productive by 2070–2099 under RCP 2.6, increasing to 47 Mha under RCP 8.5. Likewise, under RCP 2.6 by 2070–2099, over 16 Mha becomes productive in North America, a 15.1% increase; this rises to 19 Mha under RCP 8.5. Concerningly, the largest increases of agriculturally productive land fall within the largest global timber producers, including the USA, Russia, Canada and China, as well as throughout Scandinavia 27 .

Key Northern Hemisphere timber producers dominate conflicts

The four nations with the largest gains in agricultural suitability are Russia, the USA, Canada and China, which cumulatively account for ~50% of global roundwood production 27 and 65% of intensive forestry land. Across these four countries, between 181 and 243 Mha of forestry land become more suitable for agriculture by 2100, including 60 and 78 Mha of newly productive agricultural land, under RCP 2.6 and 8.5, respectively (Fig. 2 ). Russia accounts for the largest increase in productive land, seeing a net increase of 40 and 48 Mha, followed by the USA (9 and 13 Mha), Canada (6 and 7 Mha) and China (4 and 11 Mha) under RCP 2.6 and 8.5, respectively. Similar patterns are present when considering the percentage increase in forestry land that is agriculturally productive, with 32% and 38%, 14% and 21%, 17% and 20% and 6% and 16% increases in Russia, the USA, Canada and China under RCP 2.6 and 8.5, respectively.

a – h , Represented are the top four countries globally in terms of total area gain in productive land: Russia ( a , b ), mainland USA (excluding Alaska due to minimal forestry currently mapped here) ( c , d ), Canada (cropped for improved visualization) ( e , f ) and mainland China ( g , h ), under RCP 2.6 ( a , c , e , g ) and RCP 8.5 ( b , d , f , h ). Areas of gain of productive land in current forestry land (productivity frontiers) are marked yellow, areas of forestry land that are currently productive and will remain so are marked in green, areas of forestry land that are currently productive but become unproductive are marked purple, while forestry land that is not currently productive and will not be in the future is marked grey. Data are aggregated to 10× original resolution (~1 km 2 at the equator) for visualization.

By the end of this century, forestry land in these four countries will contain 91% of all new productivity frontiers—land that is at present unsuitable or marginal for agriculture but will become moderately or highly suitable in the future ( Methods )—under RCP 2.6 and 86% under RCP 8.5. Frontiers of newly cultivable land (land where agriculture is currently not possible but will be in the future) are similarly focused in the Palaearctic and Nearctic realms, in particular Russia and Canada, with 57 and 94 MHa and 17 and 18 Mha of forestry land becoming cultivable by 2100, under RCP 2.6 and RCP 8.5, respectively. These two countries alone account for 86% of all newly cultivable frontiers in forestry land under RCP 2.6 and 85% under RCP 8.5 (Extended Data Fig. 2 ).

Widespread agricultural productivity gains for key global crops

Of the five crops with the highest global economic value 28 , soy and potato will probably place the most pressure on timber-producing areas. By the end of the century, the total area of productive agricultural land that falls within current forestry land will increase by 34 and 49 Mha for potato cultivation and 35 and 41 Mha for soy cultivation, under RCP 2.6 and 8.5, respectively (Fig. 3 ). Rice is likely to place the least pressure on timber production, with only small increases of agriculturally productive land of 1.7 and 2.1 Mha. Wheat suitability increases notably in timber-producing regions under RCP 2.6 but from 2070 onwards under RCP 8.5 it sees minimal net increase of total productive land in forestry regions as a result of significant losses of suitability throughout Eurasia (Extended Data Fig. 3 ).

Each of the five most valuable crops globally according to the FAO by the end of the century (2070–2099) under RCP 2.6 and 8.5 are shown. a – e , The net changes of agriculturally productive area for all global forestry land ( a ) and the individual changes for the four countries with the largest extent of forestry land, Russia ( b ), the USA ( c ), Canada ( d ) and China ( e ). Note: x axis scales vary between plots.

Russia will see the greatest increase of agriculturally productive areas within forestry land for several crops, chiefly potato (between 29 and 44 Mha under RCP 2.6 and 8.5, respectively), soy (between 19 and 29 Mha) and wheat (between 7 and 10 Mha). These crops will also place the greatest pressure in Canadian and US forestry lands, whereas timber production in China will come under particular pressure from wheat and maize. Some of these crops are already expanding globally 24 and driving major forest loss, for example soy expansion across South America 29 .

Disproportionate pressure on forestry from growing agricultural suitability

Globally, forestry lands make up 10% of the land surface 15 , yet by the end of the century they will contain between 21% and 27% of newly productive agricultural land, 2.9 and 2.3 times more than would be expected given their size, under RCP 2.6 and 8.5, respectively (Fig. 4a ). Russia, in particular, demonstrates the largest mismatch between the share of global land surface and agriculturally productive frontiers in its forestry land, with its share of productive frontiers being 4.8- and 6.8-times higher than its share of land surface under RCP 2.6 and 8.5, respectively. Similarly, the three countries with the next largest forestry area all have higher shares of productive frontiers in forestry land than would be expected solely by area (USA, 2.2× and 1.9×; Canada, 2.5× and 1.3×; China, 1.9× and 2.9× under RCP 2.6 and 8.5, respectively).

a , The global forestry contribution and the four countries with the largest total forestry area shown in descending order. Dashed horizontal line denotes equivalency; that is, the forestry area of a country contains an equal share of the land surface and new agriculturally productive frontiers of the world. A value of two would denote a country that has twice the productivity frontier area in forestry land that would be expected given its size (for example, forestry contributes 10% of all frontiers, on land that is only 5% of the land surface of the world). b , Travel time in hours from new productivity frontiers to population centres of >5,000 people. c , Geographic distance (km) from new productivity frontiers to existing cropland. In b and c , points denote the area weighted means, the thicker error bars denote the 25th–75th percentiles and the thinner error bars denote the 5th–95th percentiles.

In addition to productive agricultural frontiers being disproportionately located in present-day forestry lands, they are on average more accessible from urban centres and closer to existing cropland than frontiers in non-forestry land. Mean travel times to urban centres from frontiers in forestry lands were between 231 min (17–671, 5th–95th percentile) and 220 min (10–675), compared to between 547 min (30–2,029) and 887 min (41–2,984) for frontiers located outside forestry lands under RCP 2.6 and 8.5, respectively. Similarly, frontiers in forestry land are on average closer to current cropland compared to frontiers outside of forestry land, with mean distances of 14 km (1–50) and 13 km (1–45) compared to 54 km (1–325) and 114 km (1–568) under RCP 2.6 and 8.5, respectively. Agricultural production typically spreads from current agricultural centres into fertile areas with good access to markets 30 and many key crops are already major drivers of deforestation 15 , 31 . Therefore, it is likely these frontiers in forestry land will be under greater pressure from agricultural expansion than more isolated frontiers in non-forestry land.

Despite using the best-available data there remains uncertainty that may influence these results. The forestry data described previously 15 have high accuracy (users, 87%; producers, 91%) but only span the years 2000–2022. Forests managed for timber that were not cut during this period or had no tree cover in the year 2000 as a result of previous harvests may go undetected. Many tropical plantation rotations are <20 years (ref. 32 ) with longer rotations of several decades predominantly in the temperate and boreal zones 33 , which we highlight as areas of high potential conflict. Thus, any missed forestry land would only further increase the possible land conflict between agriculture and timber.

The agricultural suitability layers from ref. 14 account for many topographic, soil and climatic factors but some crop-specific vulnerabilities may be overlooked (for example, high photoperiod sensitivity in soy 34 ) as well as the increasing risk of late frosts at higher latitudes 35 . Although we assumed ‘moderately and ‘highly’ suitable agricultural land to be capable of competing economically with timber, this may not be the case everywhere, whereas in some regions marginal land may still be competitive. Likewise, the crop suitability approach does not account for the socioeconomic feasibility of crop expansion, particularly into agricultural frontiers which remain poorly understood. Large land-use systems models (for example, PLUMv2) 36 offer avenues to understand economic feasibility and implications for some crops but developing these methods to incorporate the societal and political reality of expansion remains a challenge 34 . Similarly, our approach does not account for future shifts in areas of timber production, which remain a major research frontier. However, multidecadal rotation cycles make timber a far less dynamic commodity than crops. Most of the timber currently growing in future conflict areas (for example, Russia, the USA and Canada) cannot be harvested for decades to come and will thus be subject to increased future competition with agriculture.

Global implications of growing conflict between timber and agriculture

Climate-induced shifts in agricultural production represent a significant threat to the future of timber production. By 2100, 240–320 Mha of land currently used for timber production will increase in agricultural suitability, with 62–80 Mha becoming newly productive. Increased pressure from agriculture is concentrated in the four largest timber-producing nations, who account for 91% of the global forestry land that will become agriculturally productive. Simultaneously, current forestry lands disproportionately contain productive agricultural frontiers that are both closer to human population centres and existing cropland than are frontiers in non-forestry land. This future threat of agricultural expansion into timber lands, alongside other concurrent threats such as wildfires 8 , pests 37 and increasingly extreme climatic events 10 , 38 point towards a severe threat to sustainable timber production this century.

Climate change under both optimistic (RCP 2.6) and worst-case (RCP 8.5) scenarios creates vast tracts of newly available agricultural land predominantly in northern latitudes, offering the potential for agricultural expansion and production to meet growing global nutritional demands 11 . Several governments, including Canada 39 , Russia 40 and China 41 are already supporting policies encouraging agriculture and homesteading in northern latitudes 13 and conversion of forestry land to arable land (for example, China 42 ). Unrestrained agricultural expansion into land currently used for forestry risks critical shortages in timber supplies given the key role these areas play in supporting the global timber market.

As agricultural production tracks suitable climates poleward, so too could global centres of timber production. However, this would be extremely detrimental for global climate and biodiversity targets. Forestry expansion northwards would increase exploitation of old-growth boreal forests that account for a large proportion of the few remaining intact forest areas globally 43 . These forests hold vital global carbon stocks 44 , 45 , particularly in their carbon-rich soils 46 . In addition, encroachment of forestry and its required infrastructure (roads, towns and so on) into some of the few remaining areas of intact wilderness 47 , which also face intense future competition with agriculture 48 , would further strain the key role these areas play in sustaining biological and cultural diversity 48 . Another option for maintaining future timber production would be to increase exploitation of the world’s tropical timber supplies, especially the Amazon and Congo. Tropical forests are irreplaceable for biodiversity 49 , hold globally significant carbon stocks 50 , support the livelihoods of 1.6 billion people around the world 51 and are a key element of nature-based climate solutions 52 . Increasing the exploitation of tropical forests must be avoided.

To minimize future land conflict between timber and agricultural production, it is crucial that increased agricultural outputs are predominantly achieved by improving efficiencies within the global food production system 30 , 53 , 54 , 55 . Closing yield gaps whilst implementing multiple cropping and economically efficient land-use decisions could increase agricultural output by 79–148% (ref. 56 ), whereas up to a third of the food produced annually is never consumed, with food worth ~US$1 trillion wasted every year 57 , 58 . Shifting diets away from ruminant meat would reduce land requirements for food production by up to 70% (ref. 55 ), allowing some of the ~1 billion ha of land used for ruminant production to be repurposed for the expansion of timber plantations.

In conclusion, widespread expansion of agricultural production into current timber-production systems risks knock-on effects for globally vital timber production and other ecosystem services. Systematic shifts in the supply-side production dynamics of global timber and food production must be evidence-led and preplanned to prevent unforeseen consequences for forests, economies and livelihoods. Beyond bending the emissions curve as early in the twenty-first century as possible, intensifying and optimizing current agricultural and timber-production systems will be critical for avoiding future land conflict and forestry expansion into natural land cover.

Agricultural suitability

To represent the changing suitability of land for crop production, we used an updated version (v.3) of the agricultural suitability data from ref. 14 . These data use a fuzzy logic approach that accounts for local climate, soil and topography conditions to determine the suitability of areas for crop production based on local conditions and crop requirements. The data consider agricultural suitability for each of 17 globally important food, feed, fibre and first-generation bioenergy crops under current global irrigation areas 59 , at a spatial resolution of 30 arcsec. Suitability scores (0–100) are assigned to each crop on the basis of the lowest suitability score of the various soil, climate and topographic limiters. Each cell is then assigned a suitability score which represents the highest value suitability score of all 17 crops in that cell (that is, the most suitable crop). As per ref. 14 , the suitability scores can be broken down into the following categories: 0 (unsuitable); 1–32, marginally suitable; 33–74, moderately suitable; and 75–100, highly suitable.

The data provide suitability layers based on a historical time period (1980–2009), as well as for future time periods (here we use 2040–2069 and 2070–2099) using bias-corrected daily temperature, precipitation and solar radiation data. The suitability data provided are the median predicted values from five different climate models (GFDL, HadGEM2, IPSL, MIROC and NorESM1) 60 under two alternative climate change scenarios, RCP 2.6 and 8.5 (ref. 61 ). The RCP 2.6 scenario represents a future where greenhouse gas emissions are strongly reduced, such that we see a modest temperature rise of 1.6 °C by 2100 compared to the pre-industrial period. However, RCP 8.5 scenario represents a high-emission scenario, where limited policy interventions and greenhouse reductions are implemented, such that warming reaches around 4.3 °C by the end of the century 62 . Recent research has highlighted that under certain criteria RCP 8.5 actually aligns most closely with current emission trends and likely emissions through the first half of the twenty-first century 63 . The two scenarios probably represent the best- and worst-case scenarios for future climate change and thus provide reasonable upper and lower estimates of the climate-driven changes in agricultural suitability across the world throughout this century.

Forestry land

To represent the current extent of global timber-production areas, we used a data layer from ref. 15 , which used satellite data and machine learning to categorize the dominant drivers of tree-cover loss globally at a resolution of 10 km 2 into the following categories: commodity-driven deforestation, shifting agriculture, forestry, wildfire and urbanization. The study covers tree loss between 2000 and 2022, considering drivers of forest loss in any cell where tree cover was detected in the year 2000. If several drivers were detected in a cell, the cell was assigned to whichever driver accounted for the highest proportion of forest loss. We filtered these data to include only the land characterized as tree-cover loss driven by ‘forestry’, defined as ‘large-scale forestry operations occurring within managed forests and tree plantations with evidence of forest regrowth in subsequent years’ 15 . This layer thus provided us with a spatial estimate of regions containing high-intensity timber-production systems across the globe (that is, clearcut and plantations), covering an estimated 1.87 billion ha.

Owing to the relatively coarse nature of this dataset (10 km 2 ), we performed more masking before analysis. We first disaggregated the data to ensure they matched the resolution of the agricultural suitability layer to allow for overlay analysis. Then, following the Food and Agriculture Organization of the United Nations definition of forest as containing tree cover ≥10% (ref. 2 ), we overlaid the forestry data with data detailing the mean proportion of tree cover per 1 km grid cell 64 , removing from the analysis any cell with tree cover <10%. Finally, we crossed the data with the ESA Land Cover Map 65 and excluded from our forestry layer any cells that were marked as present cropland, urban settlements, bare rock or water. After these extra filtering steps, we were left with a total area of 1.21 billion ha of forestry land.

Spatial analysis

Change in agricultural suitability from present.

All spatial analysis was conducted in Google Earth Engine and R 66 , 67 . We used the terra 68 package to overlay the map of forest loss due to forestry 15 with the data on agricultural suitability 14 for each time period and each climate change scenario (RCP 2.6 and 8.5). Using the historical time period as a ‘present-day’ baseline, we calculated the change in agricultural suitability in each forestry cell for each future time period and scenario (2040–2069 and 2070–2099 under both RCP 2.6 and 8.5).

Change in agriculturally productive land

Following the original definitions from ref. 14 , we defined any area as cultivable if it had an agricultural suitability score >0 and further grouped the data into the following agricultural suitability groups: unsuitable (0), marginally suitable (1–32), moderately suitable (33–74) and highly suitable (75–100). We focused on productivity frontiers, which we define as areas that were marginal or unsuitable (suitability <33) in the historical period that become productive in future periods (suitability ≥33). We focused on these transitions since land that is marginal for agriculture is unlikely to compete economically with land currently used for timber production and thus unlikely to cause much conversion pressure. We also estimated cultivation frontiers as areas that are unsuitable for agriculture of any kind in the historical time period (suitability = 0) but become suitable (suitability > 0) for agriculture in the future under climate change.

To understand which crops were driving the largest changes in agricultural suitability of present-day forestry land, we used the individual crop suitability layers provided in ref. 14 . We assessed the changes in agricultural suitability of the top five crops by global production value (rice, maize, wheat, soy and potato; FAOSTAT, 2024) between the historical period (1980–2009) and 2071–2100 under RCP 2.6 and 8.5. To assess the change in total productive land for each crop, we used the same definitions of agricultural suitability and methods as above.

Assessing the pressure of agricultural conversion in forestry and non-forestry land

To assess the proximity and possible threat of agricultural expansion 30 of new productivity frontiers in 2070–2099 under RCP 2.6 and 8.5 we used two complementary data sources. First, we used global travel time to urban centres 69 , specifically, travel time to population centres of at least 5,000 people. We overlaid this with our productivity frontier rasters and extracted the travel time (in minutes) of each frontier raster cell to the nearest population centre. Second, we used the ESA Land Cover Map 65 to calculate the minimum distance from each frontier raster pixel to a pixel occupied by existing cropland. The original input layers used in these analyses were not equal-area projections, thus when we calculated summary statistics of travel time and distance we calculated area weighted percentiles and means, for which the area was the individual area of each cell. We did this for all productivity frontiers in areas mapped as forestry land and compared this productivity frontiers in areas of non-forestry land potentially available for agricultural expansion (which we defined as any land that was not mapped as forestry 15 , current cropland, urban settlements, bare rock or water 59 ).

All analyses were completed at the global level and subsequently aggregated to national levels using the Global Administrative Areas (GADM) v.4.1 database 70 .

Data availability

All data used in this study are freely accessible and available for download: agricultural suitability ( https://zenodo.org/records/5982577 ) 16 , forestry as a driver of forest loss ( https://data.globalforestwatch.org/documents/ff304784a9f04ac4a45a40f60bae5b26/about ), travel time to urban centres ( https://figshare.com/articles/dataset/Travel_time_to_cities_and_ports_in_the_year_2015/7638134/3 ) 71 , the ESA Land Cover Map ( https://cds.climate.copernicus.eu/cdsapp#!/dataset/satellite-land-cover?tab=form ) and tree cover ( https://storage.googleapis.com/earthenginepartners-hansen/GFC-2022-v1.10/download.html ).

Code availability

The code used to generate the results is freely accessible and available at https://github.com/cbousfield/Bousfield_Morton_et_al_2024_NCC_Timber_Agricultural_Land_Conflict .

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Author information

These authors contributed equally: Christopher G. Bousfield, Oscar Morton.

Authors and Affiliations

Department of Plant Sciences and Centre for Global Wood Security, University of Cambridge, Cambridge, UK

Christopher G. Bousfield, Oscar Morton & David P. Edwards

Conservation Research Institute, University of Cambridge, Cambridge, UK

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D.P.E. conceived the project. C.G.B. and O.M. led data collation, analysis and interpretation. C.G.B. and O.M. wrote the first draft and all authors contributed critically to revisions.

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Correspondence to Christopher G. Bousfield , Oscar Morton or David P. Edwards .

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Extended data

Extended data fig. 1 agricultural suitability in present-day forestry lands across nineteen key crops through time under rcp 2.6 and rcp 8.5..

Suitability is scored between 0–100 as per Zabel et al . 14 and presented for the historical time period (1990–2009; a,b ) as well as for two future time periods, 2040–2069 ( c, d ) and 2070–2099 ( e, f ) under RCP 2.6 ( a, c, e ) and RCP 8.5 (b,d,f). Non-forestry lands are not coloured. Pixels are aggregated to 50x the original resolution (approx. 1 km 2 at the equator) for visualisation, with the value presented being the mean suitability across all aggregated pixels.

Extended Data Fig. 2 Future frontiers of newly cultivable land in present-day forestry land under RCP 2.6 and RCP 8.5.

Frontiers of newly cultivable land are defined as areas where agriculture is not possible in the historical period (1990–2009) but will be possible in the future (that is a suitability score > 0). Frontiers are coloured in purple, whereas forestry lands that do not contain frontiers are coloured grey. Frontiers are shown for the time periods 2040–2069 ( a, b ) and 2070–2099 ( c, d ) under RCP 2.6 ( a, c ) and RCP 8.5 ( b, d ). Pixels are aggregated to 50x the original resolution (approx. 1 km 2 at the equator) for visualisation.

Extended Data Fig. 3 Global areas of loss, persist and gain of productive agricultural land within present-day forestry land for the five most valuable global crops.

One time period is displayed (2070-2099) under two scenarios, RCP 2.6 ( a, c, e, g, i ) and RCP 8.5 ( b, d, f, h, j ). Presented are the five crops with the highest production value ($) according to the FAO, ordered by value: rice ( a, b ), maize ( c, d ), wheat ( e, f ), soy ( g, h ) and potato ( i, j ). Areas of gain in productive land on current forestry land (productive frontiers) are marked yellow, areas of forestry land that are currently productive and will remain so are marked in blue, areas of forestry land that are currently productive but become unproductive are marked purple, whilst forestry land that is not currently productive and will not be in the future is marked grey. Data is aggregated to 50x original resolution (approx. 1 km 2 at the equator) for visualisation. Alaska and North-Eastern Russia are removed to improve visualisation since little logging activity is mapped here.

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Bousfield, C.G., Morton, O. & Edwards, D.P. Climate change will exacerbate land conflict between agriculture and timber production. Nat. Clim. Chang. (2024). https://doi.org/10.1038/s41558-024-02113-z

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Published : 29 August 2024

DOI : https://doi.org/10.1038/s41558-024-02113-z

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Friday, August 30, 2024

‘Municipal staff do not deserve a pay hike’ — Durban ratepayers

Durban City Hall. Picture: Khaya Ngwenya/ Independent Newspapers

Published Aug 29, 2024

Durban ratepayers have given proposed salary increases for eThekwini Municipality staff the red light, citing poor service as their chief gripe.

During an eThekwini executive committee (Exco) meeting on Tuesday, the City’s leadership confirmed its support for eThekwini municipal manager, Musa Mbhele, to negotiate a new salary and wage collective agreement.

The municipality said the facilitators’ proposal, to be effective from July 1 this year, would span five years, ending on June 30, 2029. The previous agreement expired on June 30 this year, necessitating negotiations that began last month.

Exco officials retrospectively approved mandates for two crucial negotiation processes: one concerning the salaries, allowances, and benefits of municipal council members, and the other focused on a new salary and wage collective agreement for municipal staff.

The first mandate involves negotiating the upper limits of remuneration for council members for the 2023/24 and 2024/25 financial years. A report tabled at the Exco, which included a request from the SA Local Government Association, proposed a 3% annual increase for 2023/24 and a 2.5% increase for 2024/25.

The municipality said adjustments would be made to population bands based on the 2021 census results and increases in remuneration packages and allowances would be implemented for both full-time and part-time councillors.

The facilitators’ proposal includes a 4.5% salary increase starting on July 1, 2024, followed by an additional 1.5% increase in March 2025.

For the subsequent years, salary increases would be based on the Consumer Price Index (CPI), with adjustments ranging from CPI plus 0.75% to CPI plus 1.25%. Benefits linked to salary increases would rise accordingly, with housing allowances and medical aid increasing by 4.5%.

The proposal also addresses housing investigations for employees earning less than R22 000 who do not receive housing allowances or subsidies, with a deadline set for March 31, 2025.

Bluff Ratepayers and Residents Association chairperson Norman Gilbert said that increasing salaries of municipal staff and councillors amid service delivery issues was a complex matter.

“While staff welfare is important, it is crucial to prioritise essential services and address the challenges first,” he said.

Funds should be prioritised towards infrastructure development and maintenance; staff training and capacity building; addressing the root causes of service delivery issues; and implementing efficient management systems would be more justifiable than salary increases at this stage, Gilbert said.

The recent water outage in Durban North highlighted the need to prioritise infrastructure maintenance and upgrading.

Deputy chairperson of the Westville Ratepayers Association and eThekwini Ratepayers Protest Movement, Rose Cortes, said until rivers were clean and there was water in every tap in the metro, no one at City level should be getting an increase.

She stressed that every district in the city had suffered from water issues.

“The crisis that is the broken sewer systems across the metro has also been neglected owing to officials citing ‘no budget’. Yet three budgets have been approved since the flood collapses – and spillages still run unabated into our rivers and the ocean. New Germany is a case in point.

“The City continues to blame companies for the pollution but is refusing to fix the broken sewer line meant to carry licensed waste away for treatment.”

The constant tariff increases imposed on residents who did not see annual wage increases in line with the rising costs were unsustainable, Cortes said, and consumers were bleeding out.

If anything, upper management should be taking salary cuts for negligence and non-performance, she said.

“When councillors across the party spectrum finally start speaking for their constituents instead of their parties, maybe then they will deserve an increase.”

uMhlanga Ratepayers and Residents Association chairperson Terry MacLarty said the whole of Durban North had had no water for the past week.

“I have no problem remunerating people for doing their jobs efficiently. A huge portion of the eThekwini budget goes to staff costs, but there is no performance management to hold people accountable.”

She said if this had been a private corporate company, many of those managers would find themselves without a job. They were almost in protected employment at ratepayers’ expense.

MacLarty said, “We need to see improvements in service delivery before even thinking about increasing salaries. Some underprivileged areas get absolutely no service.”

MacLarty appealed to eThekwini Mayor Cyril Xaba to get his team to perform optimally. They were fortunate to have jobs, she said.

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