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Negotiation and conflict management

Negotiation and conflict management are the cornerstones of leadership.

In order for managers to lead and administer any organisation effectively, they must be able to negotiate with both internal and external constituents in a way and manner that develops or maintains relationships, creates value and can be utilised cross-culturally.

Similarly, managers must be able to identify different types of conflict, manage and harness conflict to make it beneficial to organisational and personal growth of key constituents.

Further, managers must be able to identify those conflicts that require the use of dispute resolution and the different types of dispute resolution methodologies that are available.

So, the module applies practical skills, complemented with substantive knowledge to round out the skill sets of the participants to make them highly effective leaders and managers.

Topics covered

  • Conflict and Alternative Dispute Resolution
  • Conflict Styles and Negotiation Strategies and Situations
  • Moving towards a Positive Outcome: Distributive Negotiation
  • Moving towards a Positive Outcome: Integrative Negotiation
  • Effective Communication, Information Collection and Questioning
  • Persuading and Influencing Others
  • Behavioural Economics in Negotiation and Conflict Management: Heuristics and Biases
  • Conflict in the Workplace
  • Conflict Management and the Role of the Team Leader
  • Theories and Styles of Leadership vis-à-vis Conflict Management

Learning outcomes

If you complete the course successfully, you should be able to:

  • Judge and select methods of negotiation and alternative dispute resolution
  • Define and critically evaluate the different types of strategies employed to become effective negotiators
  • Describe and assess substantive and affective conflict as well as interpersonal conflict
  • Demonstrate an understanding of how to manage conflicts in a way and manner that leads to constructive outcomes
  • Construct a coherent approach and evidence-backed argument for persuading another
  • Identify cognitive biases that stand as barriers to effective negotiation and conflict management and the deception and biases that could limit one’s own negotiation and conflict management skills
  • Communication skills (particularly, skills of persuading others)
  • Skills to be more effective in their roles within an organization by negotiating and managing conflict
  • The ability to manage conflict actively through reduction, elimination or avoidance
  • The ability to prepare effectively for a negotiation and reach mutually beneficial agreements
  • Research skills into negotiations and conflict management problems and the application of these in the assembling and analysis of facts and situations

Assessment

This module is assessed by:

Coursework (30% weighting):

  • There is one item of coursework for this module which contributes to the final assessment mark forthis module:
  • Coursework: a written essay of a maximum of 2,000 or 2,500 words (deadline – weeks 9-12) The coursework is designed to check student progress, extend and reinforce concepts covered and also test individual performance.

Examination (70% weighting):

  • The final piece of assessment will be an unseen written examination of 2 hours’ duration.

Essential reading

The following is provided as part of the course materials after you register:

  • Lewicki, Saunders and Barry, Negotiation, McGraw-Hill, 2014 (7th ed.)
  • McShane and Glinow, Organizational Behaviour: Emerging Knowledge, Global Reality, McGraw-Hill, 2015 (7th ed.)

Module author

Dr Seraphim Voliotis, module leader

Dr Seraphim Voliotis

BA, MA, MMath (Cambridge); MBA (ALBA at ACG); CPE, BVC (London); PhD (Imperial)

Seraphim is a professional Negotiator, Mediator and a member of the Bar of England and Wales since 1995. He also teaches at ALBA Graduate Business School at the American College of Greece and visits the University of Cyprus and the Hellenic Naval and Air Force War Schools. His main research interests lie in Negotiation, the Management of Conflict, Game Theory, Ethics and Corruption.

For the last 18 years, he has delivered numerous professional seminars in all aspects of negotiation and mediation for executives and lawyers. He has negotiated or mediated numerous multimillion pound commercial disputes. He is also interested in the strategic aspects of law and has devised legal strategies for particularly complex legal conflicts.