Maritime Negotiation Strategies • 33
The Basic Principles of Negotiation
Principle 1
separate the people from the problem
The classic dilemma is whether we should be soft or hard negotiators. The characteristics of each one of these two strategies are presented below.
Hard and soft approaches to negotiations. (Fisher and Ury, 1991) Hard approach 1.
The participants are adversaries.
2. Victory is the main objective
3. We demand compromises and concessions to be made in order to continue negotiating. 4. We are hard towards the people and the problem. 5. We do not trust our adversaries
6. We remain loyal to our beliefs. 7. We issue threats
8. We do not disclose our minimum requirements (bottom line)
9. We require unilateral proďŹ ts to continue negotiations
10. We search for the sole solution acceptable to us. 11. We remain loyal to our positions
12. We strive to emerge victorious from this contest of will.
34 • Maritime Leadership
13. We exert pressure. Soft approach 1.
The participants are friends, partners
2. The main objective is to reach an agreement
3. We make compromises and concessions to improve our relations with our partners. 4. We are soft towards the people and the problem. 5. We trust our partners.
6. We easily alter our positions. 7. We make offers.
8. We disclose our minimum requirements.
9. We accept unilateral losses to continue negotiations 10. We search for a solution acceptable to others. 11. We insist upon reaching an agreement. 12. We try to avoid selfish confrontations. 13. We yield to pressure.
The negotiations may be regarded as a game with two or more players! EXERCISE
Present the choice of hard or soft approach as a game; • Is it a game of sequential or simultaneous moves? • Make a suitable game tree or a game table • Is there a dominant strategy?
Maritime Negotiation Strategies • 35
SOLUTION
We assume that the choice between hard or soft negotiation strategy is a game of simultaneous moves (since it is made before the onset of the negotiations) The strategy of hard-bargaining negotiations is prevalent for both players!
Fisher and Ury suggest that we be soft on the people and hard on the problem. The participants of a negotiation are neither friends nor adversaries - they are problem solvers! Should we trust our adversaries or not? Fisher and Ury suggest that we proceed independent of trust!
Similarly, should we make offers or threats? Once again Fisher and Ury suggest neither of the two - on the contrary it is imperative that we investigate and take into account the interests of those who participate in a negotiation. PRINCIPLE 2
Don't bargain over positions
Fisher and Ury suggest that we focus on interests not positions • positions are pre - decided and adopted before negotiations begin • interests are linked to needs, hopes, fears, and motivations!
36 • Maritime Leadership
If we negotiate positions, it is highly likely for the game to become a zero - sum!
If however we focus on interests, then the game becomes a non-zero sum! Negotiation of merits (Fisher and Ury, 1991) Hard approach
As described above Soft approach
As described above
Negotiation of merits 1.
The participants are problem solvers
2. The main objective is to reach a wise agreement in an eďŹƒcient way as well as an amicable atmosphere. 3. We separate the people from the problem
4. We are soft on the people and hard on the problem.
5. We proceed irrespective of trust.
6. We focus on interests, not on positions.
7. We investigate the interests of the participants 8. We have no minimum requirements.
9. We produce alternative choices from which both parties gain.
Chapter 2
Decision-making and crew diversity Knowledge of another culture through good practices Diversity and alterity constitute primarily the acceptance of ourselves and our own identity and through it the acceptance and understanding of the “Other”; it is not just the basis of modern humanitarianism and Democracy but the glorification of Life itself, considering the amount of blood humanity has spilled and mankind’s brutality in the name of mindsets and world views manifested in notions and actions of physical and psychological eradication of the “Other” for no other reason than being who they are. Through understanding of diversity, Man learns to coexist, collaborate, be productive and creative. Discovering the “Other” is a beautiful and originative journey in their beliefs and culture. Knowledge and understanding of both cultural and religious alterities needs to become a creative instrument of fruitful dialogue with diversity in order to be helpful in resolving cooperation issues potentially appearing in our workspace, neighborhood, building etc; it can prove to be a powerful tool in alleviating the conflicts stemming from different cultures and conflict-based attitudes.
44 • Maritime Leadership
In our contemporary societies where ethnic, cultural and religious homogeneity is virtually absent, we find ourselves facing the everyday challenge of managing the omnipresent diversity in a way which will promote the peaceful coexistence among all people, with the emergence of a society based on respect, solidarity and prosperity for mankind being the final objective. Not only are our individual identities not undermined or threatened by the universal values of respect, equality, egalitarianism, acceptance, human rights etc, but instead they are being creatively and productively empowered with the additional quality of accrediting an array of benefits to the present and future of humanity. Inter-cultural osmosis can therefore yield but positive results for both the individual and collective benefit. Interreligious - Intercultural Dialogue
Interreligious and Intercultural Dialogue was established as a means of resolving dispute by the promotion of communication and the detection or creation of common ground. Moreover, Interreligious and Intercultural mediation aims to manage conflicts among two or more sides, the differences of which in culture, religion, views, and practices etc can be mistaken as social and cultural inequality leading to marginalization. A growing characteristic of contemporary societies, especially within the densely populated urban areas, is the territorial and social coexistence of disparate national groups and strata. The risk of conflict and social exclusion is high within this daily interaction
Decision-making and Crew Diversity • 45
of the indigenous population with migrants and racial minorities, which may call for the adoption of conflict resolution measures; the same principle applies to social classes especially in times of financial crises when, due to the indigence of the lower classes, relations among people deteriorate. Mediation
Mediation, as a dispute resolution process, is carried out with the promotion of dialogue and the creation of common ground. Moreover, cultural and social mediation aims to manage conflicts among two or more sides, the differences of which in culture, religion, views, and practices etc can be mistaken as social and cultural inequality leading to social exclusion. The Interreligious - Intercultural Mediator
The Interreligious-Intercultural Mediator is a thirdparty person attempting to bring cultural and social conflict to a resolution by bridging the gaps and promoting the communication between the opposing sides, the exchange of views, knowledge and mutual understanding, and supporting the notion of interdependence regarding issues of different cultural and social backgrounds. To achieve this, the Mediator must develop his knowledge and understanding of the cultures included in communities and classes, and use an array of methods- from conflict resolution to the application of cooperative strategies and supportive techniques. The concept of a multicultural personality
46 • Maritime Leadership
is pivotal for the success of the social and cultural mediation. The person or persons who will undertake the coordination of the Interreligious dialogue play a highly important role in reinforcing social cohesion and successfully integrating both socially and financially all communities and classes. The problem and the suggestions
An emerging problem is that of the lack of a complete and institutionally coordinated effort to inform and educate the socially vulnerable and marginalized groups on issues regarding the citizen’s rights and obligations towards the State as well as its functions and practices within a democratic society. The good practices which must be adopted can be put into action through working groups, discussions, workshops and seminars through which both native and migrant participants of different cultural and religious identities are being enabled to: 1.
comprehend religious and cultural alterity
2. discern the religious and cultural differences between communities
3. appreciate diversity as a dynamic rejuvenation of society 4. attain the ability and prowess of approaching diverse religious and cultural communities
5. appreciate and understand, through their own specificities, the various cultures, worldviews and practices of religious and cultural communities