On June 5, 2013, Shades Israeli and Palestinian fellows walked the Abraham Path in Israel’s Negev on a guided tour organized by PON Senior Fellow Shula Gilad, visiting Jewish and Arab villages on the route, learning about the Abrahamic tradition of the societies, their current challenges and success. As is the case for others who have walked the path, the fellows had a unique opportunity to walk and talk, learning about the history of the area from tour guide and archaeologist Avner Goren. Shades fellows have been learning with each other since April 2013.
Negotiations for for the process of resolving a dispute or a conflict permanently, by providing each sides’ needs, and adequately addressing their interests so that they are satisfied with the outcome.
When you download the New Conflict Management: Effective Conflict Resolution Strategies to Avoid Litigation you will learn how wise negotiators extract unexpected value using an indirect approach to conflict management.
The following items are tagged conflict negotiation.
Courses and Training
In today’s world, the Devil has many faces—terrorist, kidnapper, suicide bomber, even the head of a rogue nation—and we rely on our nation’s leaders to make the appropriate decisions on coping with the threats these Devils pose. There are Devils, too, in our own lives. They may appear in corporate as well as private disputes. One business partner betrays the other. A competitor steals your company’s intellectual property. A spouse makes extortionist demands at the end of a marriage.
For organizations, feedback is at the heart of good leadership, effective teamwork, efficient problem solving, developing talent, and the ability to understand and serve the needs of clients and customers. And yet, few organizations or leaders feel they have it “right.”
Honest feedback, more often than not, isn’t given or is resisted. Senior leaders get less and less candid feedback as those below them hesitate to offend, or jeopardize, a strategic relationship. And so problems fester, and personal growth stalls.
The usual approach in the business world is to teach managers and leaders how to give feedback with little attention given on how to receive feedback. Learning how to respond to the spoken or unspoken, solicited or unsolicited, feedback that comes your way enables you to take charge of and accelerate your learning. And in the process, others in your organization will learn how to turn even the most unfair, off-base feedback into learning and change.