Dear @Gopinath, different types of conflicts exist in organization, such as conflict between individual,conflict between groups of people and conflict within a group of people. "Three methods of resolving situations that have reached the stage of open conflict are often used by many different organisations. It is important to understand these methods, so that people can decide which methods will work best for them in their specific conflict situation:

Negotiation: this is the process where mandated representatives of groups in a conflict situation meet together in order to resolve their differences and to reach agreement. It is a deliberate process, conducted by representatives of groups, designed to reconcile differences and to reach agreements by consensus. The outcome is often dependent on the power relationship between the groups. Negotiations often involve compromise - one group may win one of their demands and give in on another. In workplaces Unions and management representative usually sue negotiations to solve conflicts. Political and community groups also often use this method.

Mediation: when negotiations fail or get stuck, parties often call in and independent mediator. This person or group will try to facilitate settlement of the conflict. The mediator plays an active part in the process, advises both or all groups, acts as intermediary and suggests possible solutions. In contrast to arbitration (see below) mediators act only in an advisory capacity - they have no decision-making powers and cannot impose a settlement on the conflicting parties. Skilled mediators are able to gain trust and confidence from the conflicting groups or individuals.

Arbitration: means the appointment of an independent person to act as an adjudicator (or judge) in a dispute, to decide on the terms of a settlement. Both parties in a conflict have to agree about who the arbitrator should be, and that the decision of the arbitrator will be binding on them all. Arbitration differs from mediation and negotiation in that it does not promote the continuation of collective bargaining: the arbitrator listens to and investigates the demands and counter-demands and takes over the role of decision-maker. People or organisations can agree on having either a single arbitrator or a panel of arbitrators whom they respect and whose decision they will accept as final, in order to resolve the conflict..."

http://www.etu.org.za/toolbox/docs/building/conflict.html

http://www.referenceforbusiness.com/management/Comp-De/Conflict-Management-and-Negotiation.html

Negotiation is --- a dialogue between two or more people or parties or organisations or nations intended to reach a mutually beneficial outcome, resolve points of difference and conflicts, to gain advantage for an individual or group, or to craft outcomes to satisfy various interests ... !

Effective negotiation helps --- you to resolve situations where what you want conflicts with what someone else wants. The aim of win-win negotiation is --- to find a solution that is acceptable to both/all parties, and leaves both/all parties feeling that they've won, in some way, after the event ... .

Depending on the scale of the conflict/disagreement, some preparation may be appropriate for conducting a successful negotiation as:

Goals: what do you want to get out of the negotiation and what the other person wants?

Trades: What do you and the other person have that you can trade?

Alternatives: If need be in case of failure, what alternatives do you have?

Relationships: what is the history of the relationship?

Expected outcomes: what outcome will people be expecting from this negotiation?

The consequences: what are the consequences for you of winning or losing this negotiation?

Power: who has what power in the relationship?

Possible solutions: based on all of the considerations, what possible compromises might there be?

"Get in the Right State of Mind for Any Negotiation".

http://en.wikipedia.org/wiki/Negotiation

http://www.mindtools.com/CommSkll/NegotiationSkills.htm

https://hbr.org/2015/05/get-in-the-right-state-of-mind-for-any-negotiation

One of the biggest problems in the 3rd world countries is appointment of managements on the basis of anything EXCEPT merits. When such managements are given all the powers, there will be truly weird situations. For example, an authoritarian dictatorial president of a university will be really also the dean of each faculty, the head of each department, the head of the employees union, and even the head of the students union!  (since all of these will be mere puppets). With such president, the alternative opinion is simply suppressed & a conflict will be crushed by an iron fist.

However, if the management is appointed on the basis of merits then it will be wise enough to understand that conflicts are natural & could be resolved by a variety of mechanisms. Since the interests of the organization are of prime importance then a compromise has to be worked out by the negotiators representing both the management & the employees. The slogan of (Give & Take) will prevail & it has to be good for all. The final deal will be a formula in which all win. If the representatives cannot reach the "good" outcome, then a 3rd party is called upon to help. Personal factors must be put aside & all have to concentrate upon the best interests of the organization.

Negotiations, dialogue, listening and respecting others are the key elements in conflict resolution

I suggest a likert scale (1 to 7) with this questions (I use survey online tool for this):

1. I am satisfied with the outcome of the negotiation.

2. As a result of solving the organizational culture has been strengthened.

3. Now my organization has clear rules to face similar conflicts in the future.

4. During the process the parties were heard properly.

And of course an open question about suggestions is always welcome.

Dear while  measuring the conflict it  must be known the type of conflict to resolve for successful negotiation. Generally conflicts are of 4 types 1-Interpersonal conflict  2-Intrapersonal conflict 3-Intragroup conflict 4-Intergroup conflict Similarly there are 5 conflict management styles; 1- Accommodating, 2- Avoiding 3-Collaporating 4- Competing 5- Compromising , there are 7 types of negotiations 1-Win-Lose Negotiations 2- Win-Win Negotiations 3-Lose-Lose 4-Adversarial Negotiations 5-Multi-Party Negotiations 6-Collaborative Negotiations 7-Bad Faith Negotiation, now you will decide mediation or arbitration to use accordingly and your questionnaire will also in the same context. Regards

Stability is one very important aspect of any dynamical system which social structures are among. Any solution sought to a problem that creates stability is more preferable in this regard than any other ways of  solving managerial or other conflicts or differences (to say is mildly).

The very spirit of negotiation is to effect systems with future stability,  to use a power of reason and rationality to resolve differences amicably and convince parties to be partial beneficiaries (not total losers)  of the outcome and to make them stay away from any other destructive and uneven forms of resolutions which will be causes of instability, which may not benefit no party at the end.

Solutions negotiated  are more inclusive, positive, stable and productive than otherwise. They display the intellectual powers of the negotiation parties than their impulsive and irrational powers. 

Dear @Dejenie, fine approach to the problem, the use of system dynamics modelling technique and stability in the area of conflict management.

Completely out of the ball park but, is it a given that 'negotiation' is rational, linguistic "dialogue"? Is there a form of 'negotiation' that takes place in the lived, visible world of workplace praxis, effected by different workplace design, increased (or decreased) visibility, seating, office arrangements, attendance times and 'mediation' in the sense of space sharing by third parties?  It seems to me that that the assumption that dynamics of social interaction within organisations take place within a rational, linguistic "dialogue" may be one of the blocks to improving the inclusivity, positivity, and productivity of '3rd world' workplaces.

These journals should lead you in the right direction, also note attached document:

Humphreys, M. (2005). Natural resources, conflict, and conflict resolution uncovering the mechanisms. Journal of conflict resolution, 49(4), 508-537.

Jordan, P. J., & Troth, A. C. (2004). Managing emotions during team problem solving: Emotional intelligence and conflict resolution. Human performance, 17(2), 195-218.

Mohr, J., & Spekman, R. (1994). Characteristics of partnership success: partnership attributes, communication behavior, and conflict resolution techniques. Strategic management journal, 15(2), 135-152.

Ramsbotham, O., Miall, H., & Woodhouse, T. (2011). Contemporary conflict resolution. Polity.

Skowron, A., & Deja, R. (2002). On some conflict models and conflict resolutions. Romanian Journal of Information Science and Technology, 5(1-2), 69-82.

Tinsley, C. (1998). Models of conflict resolution in Japanese, German, and American cultures. Journal of Applied Psychology, 83(2), 316.

Dear Daryn,

Good list of research papers, will be very useful!

Thank you Mr. Kundu,

Measures or benchmarks...? What would be a benchmark in this case? Perhaps preestablished positions, financial markers etc.?

Daryn

The Limits of Emotional Intelligence as a Negotiation Skill! Negotiation Skills: Negotiation Strategies and Negotiation Techniques to Help You Become a Better Negotiator!

http://www.pon.harvard.edu/daily/negotiation-skills-daily/the-limits-of-emotional-intelligence-as-a-negotiation-skill/

http://onlinelibrary.wiley.com/doi/10.1111/nejo.12045/abstract?systemMessage=Wiley+Online+Library+will+be+disrupted+on+16th+May+from+12%3A00-14%3A00+BST+%2807%3A00-09%3A00+EDT%29+for+up+to+two+hours+for+essential+maintenance.++Apologies+for+the+inconvenience.

http://www.pon.harvard.edu/freemium/improve-your-negotiation-skills-negotiation-training-from-the-pros/

Conflict management is the employment of strategies to correct the perceived differences in a positive manner. Five Negotiation styles are: accommodating, avoiding, collaborating, competing and compromising ---

Accommodating -- put great value and emphasis on preserving the relationship

Avoiding -- is used by parties who dislike negotiation and tend to avoid it

Collaborating -- parties tend to enjoy coming to creative solutions during negotiation

Competing -- see negotiation as a game that must be won at any cost

Compromising -- value fair and equal deals in negotiation

http://www.howdoyoumediate.com/HowDoYouMediate/2013/five-styles-of-negotiation/

http://www.referenceforbusiness.com/management/Comp-De/Conflict-Management-and-Negotiation.html

Effective Communication for Resolving Conflict : "In any conflict situation, we have several choices to make. The first choice is whether to avoid or engage. If you choose to engage, then you can choose to try to force your way and dominate or to work to resolve the conflict using effective communication techniques?"

http://www.maximumadvantage.com/conflict-resolution-in-the-workplace.html

When conflicts go unaddressed, --- they can have a negative impact on productivity and teamwork. Using conflict resolution strategies in the workplace will help maintain a healthy work environment. Conflict resolution requires ---- specific leadership skills, problem solving abilities and decision making skills.

http://www.notredameonline.com/resources/negotiations/6-simple-workplace-conflict-resolution-techniques/#.VVxH842Jh9A

Negotiators are strategists with great emotional intelligence and patience.  They are good listeners and good communicators who know how to choose the right convincing  words and the right win-win or advantageous solution for each.Successful negotiators are able to break differences, interests, powers, and to make every body OK with the final solution, idea or resolution. In international affairs and relations, negotiators with high human and personal abilities from intelligence, high intellectual skills, with communication, behavior, emotions, target purpose of their subject, and geopolitical competencies are needed. Negotiators could be needed in conflicts managements as well as in common economical issues when several interests are there.

In professional organizations  managed by multiple poles, negotiators are useful for making balance between different interests and benefits of the employers and the employees or the owners and some external services or clients, and are useful in international firms who employ people from several nations and cultures, with different local laws.

In a professional place not shared by several interests and benefits, the officials of the organization and/or their superiors could act  to correct local conflicts and their causes. In these places, conflicts are generally causes of injustice or unfairness. In larger organizations, conflicts are usually based on the unbalance of the benefits and interests of the owners.

Questionable/Unethical Tactics in Negotiation, which should be avoided for long term benefits:

1. Lies

2. Puffery

3. Deception

4. Weakening the opponent

5. Strengthening one’s own position

6. Nondisclosure

7. Information exploitation

8. Change of mind

9. Distraction

10. Maximization

11. Etc.

http://www.unf.edu/~gbaker/Man4240/Chap011a-Conflict&Negotiation.pdf

Mr. Kundu,

Very nicely simplified explanation of negotiation.

Daryn

              Perception Problems in Negotiation

Positive negotiation outcomes require a willingness to participate, find common ground and listen to the other person's perspective. Our perceptions about the other person's willingness to listen to us can make us relax if we perceive them as receptive and defensive if we don't. Similarly, our perspectives shape our understanding of the situation in general, so that if we view our employers as rich and powerful, we will approach a salary negotiation differently than if we perceive them as financially struggling.

http://www.ehow.com/info_8480376_perception-problems-negotiation.html

Should both get to WIN-WIN situation 

The Win-Lose Approach to Negotiation is also possible.

http://www.skillsyouneed.com/ips/negotiation.html

http://www.skillsyouneed.com/ips/negotiation2.html