Q.

How negotiation skills can be used by mariners for

resolving conflicts.
INTRODUCTION
Negotiation skills can be valuable for mariners in resolving conflicts and achieving
mutually beneficial outcomes. Here's how mariners can utilize negotiation skill

Problem -
Communication Active listening
Solving

Compromise & Building Conflict

flexibility Relationship Resolution

1. Communication: Effective communication is essential in negotiation. Mariners

can use their negotiation skills to convey their perspectives, concerns, and
interests clearly to other parties involved in the conflict. By expressing themselves
effectively, mariners can ensure that their viewpoints are understood and taken
into consideration.

2. Active listening: Active listening is a crucial component of negotiation.

Mariners can employ their negotiation skills to actively listen to the concerns and
interests of all parties involved in the conflict. By understanding the needs and
desires of others, mariners can identify common ground and potential solutions
that address everyone's interests.
3. Problem-solving: Negotiation involves finding mutually acceptable solutions to
conflicts. Mariners can use their negotiation skills to facilitate problem-solving
discussions with other stakeholders. They can employ techniques like
brainstorming, exploring alternative options, and seeking creative solutions. By
focusing on collaborative problem-solving, mariners can foster a cooperative
environment and increase the likelihood of reaching an agreement.

4. Compromise and flexibility: Negotiation often requires compromise and

flexibility. Mariners can utilize their negotiation skills to identify areas where they
can make concessions without sacrificing their core interests. By demonstrating
willingness to find middle ground and exploring various options, mariners can
encourage others to do the same, leading to a resolution that meets the needs of
all parties involved.

5. Building relationships: Negotiation is not just about resolving immediate

conflicts; it also involves building relationships for the long term. Mariners can
leverage their negotiation skills to establish and maintain positive relationships
with other stakeholders. By demonstrating fairness, trustworthiness, and a
collaborative mindset, mariners can enhance cooperation, promote open
communication, and prevent future conflicts.

6. Conflict resolution: Negotiation skills provide mariners with tools and

techniques for effectively managing and resolving conflicts. By employing
strategies such as mediation, facilitation, and principled negotiation, mariners can
help parties find common ground and overcome disagreements. These skills
enable mariners to act as neutral intermediaries and guide the parties toward a
mutually satisfactory resolution.
IMPORTANCE OF NEGOTIATION FOR CONFLICT RESOLUTION
Negotiation is a powerful tool for resolving conflicts and reaching agreements in
the workplace. It allows parties involved in a dispute to engage in a constructive
conversation, enabling them to express their concerns, perspectives, and
interests. By creating an open dialogue, negotiation facilitates understanding and
empathy, essential elements for finding common ground. When conflicts arise,
negotiation helps in identifying mutually acceptable solutions. It encourages
parties to explore alternatives, brainstorm ideas, and work collaboratively
towards a resolution that satisfies their needs to a certain extent. This approach
promotes fairness and equality by allowing all parties to participate in decision-
making. Beyond resolving conflicts, negotiation also plays a pivotal role in
preserving relationships. Instead of resorting to confrontational or aggressive
tactics, negotiation fosters cooperation and collaboration. Moreover, focusing on
problem-solving rather than personal attacks establishes a framework for
maintaining positive working relationships and preventing further damage.
Moreover, negotiation and conflict resolution go hand-in-hand. Negotiation helps
manage emotions, keeps discussions productive, and ensures a respectful and
professional environment. By following a structured negotiation and conflict
resolution process, individuals can navigate effectively and achieve successful
outcomes.

UNDERSTANDING CONFLICTS IN THE MARITIME INDUSTRY

1. Define conflict in the maritime context
Ans. Conflict in the marine environment is of increasing relevance as blue
growth boundaries are pushed and resource access and use are in dispute.
Social science disciplines have a long history and a wide range of
approaches for studying conflict. However, understanding the approaches
used to study marine conflict is challenging since the literature is large,
 broad, difficult to navigate, and there is little connection between conflict
themes and the associated methods used to analyze these conflicts. In the
present study, we take a first step to address this by systematically
reviewing 109 peer-reviewed articles that employ empirical social science
methods to study marine conflict. We find that studies on marine conflicts
have centered on disputed space, mainly at local scale, and natural
resources, such as fish. The main parties at the center of the conflicts are
small-scale fisheries and public authorities, although with a growing
presence of blue growth sectors. Most studies employed qualitative
approaches to study marine conflicts. Current gaps in the understanding of
marine conflict include gaps in understanding relational interactions and
historical causal events. The need for social science research into marine
conflict and the application of multiple social science methods is ongoing as
different constellations of conflict actors emerge and as disputed ocean
spaces expand beyond EEZs, to include polar regions, and the sea floor.

2. Highlight common sources of conflict, such as resource

allocation, jurisdictional disputes, and communication
breakdowns.
Ans. Common sources of conflict in the workplace
 Organizational Structure

Limited Resources

Task Interdependence

Incomatible Goals

Personality Differences

Communication Problems

Organizational Structure
Conflict tends to take different forms, depending upon the structure of an
organization. For example, if a company uses a matrix structure as its
organizational form, it will have decisional conflict built in because the structure
specifies that each manager report to two bosses. For example, global company
ABB Inc. is organized around a matrix structure based on the dimensions of
country and industry. This structure can lead to confusion as the company is
divided geographically into 1,200 different units and by industry into 50 different
units. Conflict can also emerge from jurisdictional ambiguities—situations where
it is unclear exactly where responsibility for something lies. For example, many
organizations use an employee selection procedure in which applicants are
evaluated both by the personnel department and by the department in which the
applicant would actually work. Because both departments are involved in the
hiring process, what happens when one department wants to hire an individual,
but the other department does not?
A second factor is status inconsistencies among the parties involved. For example,
managers in many organizations have the prerogative to take personal time off
during workdays to run errands, and so forth, whereas non-managerial personnel
do not. Consider the effects this can have on the non-managers’ view of
organizational policies and fairness.

Differences in performance criteria and reward systems provide more potential

for organizational conflict. This often occurs because of a lack of common
performance standards among differing groups within the same organization.

For example, production personnel are often rewarded for their efficiency, and
this efficiency is facilitated by the long-term production of a few products. Sales
departments, on the other hand, are rewarded for their short-term response to
market changes—often at the expense of long-term production efficiency. In such
situations, conflict arises as each unit attempts to meet its own performance
criteria.

Limited Resources/Common Resource Pool

Another previously discussed factor that contributes to conflict is dependence on
common resource pools. Resources such as money, time, and equipment are
often scarce. Competition among people or departments for limited resources is a
frequent cause for conflict. For example, cutting-edge laptops and gadgets such as
the newest iPhone are expensive resources that may be allocated to employees
on a need-to-have basis in some companies. When a group of employees have
access to such resources while others do not, conflict may arise among employees
or between employees and management. While technical employees may feel
that these devices are crucial to their productivity, employees with customer
contact such as sales representatives may make the point that these devices are
important for them to make a good impression to clients. Because important
resources are often limited, this is one source of conflict many companies have to
live with. When resources are limited, a zero-sum game exists in which someone
wins and, invariably, someone loses.

Task Interdependence
Another cause of conflict is task interdependence; that is, when accomplishment
of your goal requires reliance on others to perform their tasks the greater the
extent of task interdependence among individuals or groups (that is, the more
they have to work together or collaborate to accomplish a goal), the greater the
likelihood of conflict if different expectations or goals exist among entities, in part
because the interdependence makes avoiding the conflict more difficult. This
occurs in part because high task interdependency heightens the intensity of
relationships. Hence, a small disagreement can very quickly get blown up into a
major issue.

For example, if you’re tasked with creating advertising for your product, you’re
dependent on the creative team to design the words and layout, the
photographer or videographer to create the visuals, the media buyer to purchase
the advertising space, and so on. The completion of your goal (airing or publishing
your ad) is dependent on others.

Incompatible Goals
Sometimes conflict arises when two parties think that their goals are mutually
exclusive. Within an organization, incompatible goals often arise because of the
different ways department managers are compensated. For example, a sales
manager’s bonus may be tied to how many sales are made for the company. As a
result, the individual might be tempted to offer customers “freebies” such as
expedited delivery in order to make the sale. In contrast, a transportation
manager’s compensation may be based on how much money the company saves
on transit. In this case, the goal might be to eliminate expedited delivery because
it adds expense. The two will butt heads until the company resolves the conflict
by changing the compensation scheme.
Personality Differences
Personality differences among coworkers are common. By understanding some
fundamental differences among the way people think and act, we can better
understand how others see the world. Knowing that these differences are natural
and normal lets us anticipate and mitigate interpersonal conflict – it’s often not
about “you” but simply a different way of seeing and behaving. For example, Type
A individuals have been found to have more conflicts with their coworkers than
Type B individuals.

In addition to personality, a variety of individual differences, such as personal

abilities, traits, and skills, can influence in no small way the nature of
interpersonal relations. Individual dominance, aggressiveness, authoritarianism,
and tolerance for ambiguity all seem to influence how an individual deals with
potential conflict. Indeed, such characteristics may determine whether or not
conflict is created at all.

Communication Problems
Various communication problems or ambiguities in the communication process
can create a breeding ground for conflict. When one person misunderstands a
message or when information is withheld, the person often responds with
frustration and anger. Sometimes conflict arises simply out of a small,
unintentional communication problem, such as lost emails or dealing with people
who don’t return phone calls. Giving feedback is also a case in which the best
intentions can quickly escalate into a conflict situation.

Now that we’ve identified common sources of conflict, let’s turn our attention to
responses to conflict.
Difference between negotiation and conflict resolution

Negotiation Conflict

You can think of negotiation and conflict resolution in terms of means and ends –
we use negotiation to reach a mutually accepted agreement, which is
subsequently quelled by a conflict resolution, usually in the form of a written
document signed by all parties involved.

In other words, you can have negotiations without a final resolution or

agreements that didn’t come after a compromise.

In the first case scenario, we speak of “failed negotiations” that didn’t culminate
in a resolution for whatever reason. When this happens, it’s highly advisable to
revise parties’ starting points and ensure they all have the same objectives.
Namely, if conflicting sides do not sit at the table with a solution-leaning attitude,
i.e., if they do not share the same purpose, reaching a constructive resolution can
be nearly impossible.
On the flip side, some conflicts have ended beyond negotiations. Technically
speaking, we should not talk of “resolutions” in such cases because they don’t
entail a process of communicating problems and finding compromises.

Conflicts that have terminated without reaching a solution all sides can accept
were usually managed through non-verbal means and tactics or through litigation.
Put simply, if negotiations fail or don’t take place at all – conflict can be overcome
only by a court of law or imposing power (using physical force, turning to scare
tactics, managing the conflict through financial means, etc.)

Of course, in practice, many of those tactics take place even during the
negotiation process, but, theoretically, a mutually signed agreement comes only
after intensive communication-based negotiations.

Why negotiation skills are essential for mariners in conflict

resolution & key element
Negotiation skills are important for mariners, especially when dealing with various
stakeholders such as ship owners, port authorities, crew members, and suppliers.
Here are some key negotiation skills that can be beneficial for mariners:

Key Element
 Preparation

Patience and
Active listening
persistence

Emotional intell communication

flexibility problem solving

1. Preparation: Before entering into any negotiation, it is crucial to gather relevant

information and conduct thorough research. Understand the industry standards,
market conditions, regulations, and any specific details related to the negotiation.
Being well-prepared will give you confidence and a better understanding of your
position.

2. Active listening: Effective negotiation requires active listening to understand

the other party's interests, concerns, and needs. Pay attention to verbal and non-
verbal cues, and ask clarifying questions to ensure a clear understanding of their
perspective. By actively listening, you can identify potential areas of compromise
and find mutually beneficial solutions.

3. Communication skills: Clear and concise communication is essential during

negotiations. Express your thoughts and positions clearly, using appropriate
language and tone. Be assertive but respectful, and avoid being overly aggressive
or confrontational. Effective communication can help build rapport and foster
positive relationships with the other party.

4. Problem-solving mindset: Approach negotiations with a problem-solving

mindset rather than focusing solely on winning. Look for creative solutions that
can meet the needs of both parties. Collaborative negotiation, where both sides
work together to find a mutually beneficial outcome, often leads to more
successful and sustainable agreements.

5. Flexibility and adaptability: Negotiations can be dynamic, and circumstances

may change throughout the process. Be flexible and willing to adapt your position
if it aligns with your objectives and can help achieve a favorable outcome. This
may involve considering alternative options or exploring different approaches to
address the other party's concerns.

6. Emotional intelligence: Understanding and managing your emotions and being

aware of the emotions of others can greatly impact the negotiation process. Stay
composed and remain focused on the issues at hand, rather than getting caught
up in personal or emotional conflicts. Being empathetic and showing
understanding can help build rapport and facilitate productive discussions.

7. Patience and persistence: Negotiations can sometimes be lengthy and

challenging. It is important to be patient and persistent throughout the process.
Avoid rushing into agreements or making hasty decisions. Stay committed to
achieving a mutually satisfactory outcome and be willing to explore different
options or revisit certain points if necessary.
Benefits and challenges of conflict
As we discussed with the traditional view of conflict, many people often assume
that all conflict is necessarily bad and should be eliminated or avoided at all costs.
On the contrary, there are some circumstances in which a moderate amount of
conflict can be helpful a bring energy and focus to a task. For instance, conflict can
lead to the search for new ideas and new mechanisms as solutions to
organizational problems. It can also facilitate employee motivation in cases where
employees feel a need to excel and, as a result, push themselves in order to meet
performance objectives.

Conflict can at times help individuals and group members grow, develop self-
identities, and to create change and stability (Coser, 1956). Conflict can stimulate
the conversations of important issues and spur change. Within a group,
productive conflict can lead to consensus and group cohesiveness.

CONCLUSION
The conclusion of a negotiation and conflict resolution process is reached when
the parties involved have successfully resolved their differences and come to an
agreement that satisfies their respective interests. It marks the end of the formal
negotiation process and signifies the beginning of a new phase characterized by
cooperation and implementation of the agreed-upon solutions. The conclusion of
negotiation and conflict resolution can be summarized as follows:
 Communication &
Agreement Understanding Compromise Relationship Implementation
Building

1. Agreement: The parties reach a mutually acceptable agreement that addresses

the core issues of the conflict. This agreement outlines the terms, conditions, and
actions that each party must undertake to resolve the conflict.

2. Understanding: The involved parties gain a deeper understanding of each

other's perspectives, needs, and concerns.

3. Compromise: Successful negotiation and conflict resolution often require

compromises from all parties involved.

4. Communication and Relationship Building: Effective negotiation and conflict

resolution are built on open and constructive communication..
5. Implementation: Once an agreement is reached, the next step is to implement
the agreed-upon solutions. This may involve specific actions, changes in behavior,
or the allocation of resources

It is important to note that the conclusion of negotiation and conflict resolution

does not necessarily mean that all underlying issues are fully resolved or that
future conflicts will not arise. However, it does indicate a successful effort to find
common ground, address immediate concerns, and establish a framework for
ongoing dialogue and cooperation.