Negotiation and intra-team communication
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Negotiation and intra-team communication
Negotiation and intra-team communication are principal elements in any organization. This is because they both aid towards conflict resolution. In a multicultural scenario, the given team must make decisions that affect a considerable number of communities. Multicultural teams are products of globalization that introduces a new challenge and complexity to management. The concept of teams is a critical tool that helps organizations accomplish complex and huge tasks. Teams possess the stimuli for creativity that produces unique products and accomplish decisions that stimulate corporate growth (Brett 175).
Teams only achieve prosperity when the top management engages members in meaningful debates. When organizations tolerate open-mindedness, there is a huge capacity for creativity. It is crucial to highlight that teams are not wholly effective at conflict resolutions and decision making. This is because they negotiate agreements in which members have varied views. In as much as conflicts are necessary, they introduce complications such as emotional outbursts.
In intra-team communication, it is crucial to assess the impacts of the disputes on the between-party process. The article draws examples from Israeli-Arab conflicts. The Israeli-Palestinian conflict has entailed a long period many negotiations and wars that do not lead towards meaningful solutions (Matz 63). At the David Camp negotiation, there were mini-conflicts that emerged in the process. Thereafter, the economic situation of Palestine deteriorated as the negotiators did not make a concrete solution. It is evident that the inability to strike a compromise made both sides lose their intended goals.
It is discernible that intra-team communication and negotiation are vital elements of multicultural scenarios. A multi-cultural scenario demands a management that places several factors into consideration during decision making. A team is proficient at accomplishing complex and huge tasks. However, there is the high likelihood for varied views that stall resolutions. In intra-team miscommunication, the inability to strike a compromise leads to long negotiations that do not produce meaningful resolutions.
Works cited
Brett, Jeanne. Negotiating globally how to negotiate deals, resolve disputes, and make decisions across cultural boundaries. San Francisco, CA: John Wiley, 2007. Print.
Matz, David. Intra team miscommunication: the negotiator’s fieldbook. New York, NY: American Bar Association, 2006. Print.
