Term Paper: Mediating Organizational Disputes

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Organizational Disputes

Mediating Organizational Disputes

This paper reviews J.A. Murray's (1986) list of disadvantages of collaborative negotiation, arguing that Murray's list is subjective in nature and inaccurate given ample evidence of the advantages associated with mediation and negotiation as evidenced by Wilmot & Hocker's (2001) observations of negotiation.

Analysis of Murray's Arguments

Murray suggests that collaborative negotiation is disadvantageous for multiple reasons, including it is according to Murray, "biased toward cooperation," "confrontational," "vulnerable to deception and manipulation," and "requires substantial skill and knowledge" to accomplish ones goals (Wilmot & Hocker 257). These arguments interestingly enough are subjective in nature. Murray argues for example, that collaborative negotiation is biased because it places internal pressure on individuals to compromise and accommodate what may not be in the best interests of the individual involved in negotiation (Wilmot & Hocker 257). This does not align with the core concepts of collaborative negotiation, which include aligning ideas and beliefs to promote the greater good of the community or all parties involved in conflict, rather than to support the beliefs of a single individual.

With respect to Murray's comments on deception and manipulation, while there is some chance that a person may attempt to mislead another, this problem is easily resolved by the introduction of a third party, such as a mediator, who may decrease any "threat" presented by what Murray describes as a "competitive" opponent.

In fact, assuming J.A. Murray's disadvantages were all valid, introducing a mediator into collaborative negotiations would negate any of the disadvantages proposed by Murray. A mediator could easily have the skill and knowledge of negotiating processes for example, to… [END OF PREVIEW]

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"Mediating Organizational Disputes."  Essaytown.com.  May 15, 2007.  Accessed November 22, 2019.