Discover the Balance of Power in Negotiation: Accessing power during conflict and claims negotiation.

Introduction:

Negotiation is a complex game of power and influence that requires an understanding of the dynamics of power to lead to successful outcomes. In conflict situations, the balance of power plays a crucial role in shaping the process and outcome of negotiations. Using Arnold Mindell’s model, this article will explore insights into accessing and applying power in claim negotiation and conflict situations.

What is the Dynamic of power:

First, we need to understand what the dynamics of power mean. In this context, it refers to how power is distributed, exercised, and perceived among individuals or groups. in any given situation, assessing the opponent’s power is pivotal for success in negotiation.

The power could be in the form of status, social influence, personal relationships, knowledge or experience, access to scarce resources, or control over innovation and patents. The dynamics of power involve understanding how one of these forms of power can outweigh others in gaining a higher status during negotiations, thereby yielding more influential power.

In a negotiation, power is not just about positional authority or resources; it’s also about perception, knowledge, and emotional intelligence. Parties involved often assess their power based on:

1. Resource Control: Who has access to critical resources?
2. Expertise: Who possesses specialized knowledge or skills?
3. Social Networks: Who has influential connections?
4. Communication Skills: Who can persuade and articulate effectively?
5. Emotional Resilience: Who can handle stress and remain composed?

Understanding these elements helps parties recognize their own power and the power held by others in a negotiation.

Arnold Mindell’s Model of Social and Personal Power:

Mindell’s model, emerging from his work at the Process Work Institute, emphasizes the fluidity of power in social and personal contexts. It suggests that power is not static but shifts based on awareness, attitudes, and the ability to empathize and connect with others. The model divides power into two categories:

1. Primary Power: This is the overt, recognized power held by individuals due to their social roles, status, or resources.
2. Secondary Power: This is the less visible, often under-acknowledged power derived from the margins of society, including emotional, psychological, and spiritual strengths.

Application in Conflict and Negotiation:

Applying Mindell’s model in negotiations involves several steps:

1. Recognizing Power Dynamics: Identify the primary and secondary powers at play. Understand the explicit and implicit influences in the negotiation.
2. Empowering the Marginalized: Give voice to those who hold secondary power. This could mean acknowledging non-dominant viewpoints or involving team members in discussion.
3. Balancing Power: Strive for a balance between primary and secondary powers. Encourage open dialogue and validate different forms of power.
4. Developing Awareness: Parties should become aware of their own power as well as the power dynamics in the negotiation room.
5. Fostering Empathy: Understanding and empathizing with the other party’s position can shift power dynamics and lead to more collaborative outcomes.

Conclusion:
In negotiation and conflict resolution, recognizing and balancing different forms of power is key to finding equitable and sustainable outcomes. Mindell’s model offers a nuanced approach to understanding power dynamics, emphasizing the importance of both social (primary) and personal (secondary) power. By applying these concepts and tools, negotiators can navigate complex power dynamics more effectively, leading to more productive and harmonious outcomes.

References:

1. Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
2. Ury, W. (1993). Getting Past No: Negotiating in Difficult Situations. Bantam Books.
3. Process work website