Introducing
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Conflict and Negotiation Styles
When to use which?
Compel
Often appropriate when:
• An emergency looms.
• You are sure you are being right and being right matters more than preserving
relationships.
• The issue is trivial and others really don't care what happens.
Often inappropriate when:
• Cooperation has not yet been attempted.
• Cooperation from others is important.
• Used routinely for most issues.
• Self-respect of others is diminished needlessly.
Introducing
LAU MAL
Public Speaking: Introduction
The fascinating thing is that before you even uttered a word as a human you were able to communicate non-verbally.
1. Attire – Formal Wear
2. Facial Expression – Use and control of eye contact and projection of feelings
3. Posture – Power Postures
4. Belief in the Words you‟re saying – Tone, Pauses and Pace
5. Gestures and Movement – Dynamic Approach and calibrated use of material.
Life skills - Objective:
Skills for successful public speaking
Re-instate your capabilities in Public Speaking through the ability to read body language and project organized body language, through knowing the meaning of certain gestures, and through acquiring the right posture, tone and pace depending on the very momentary speech.
Styles of conflict resolution
Acquire the plus and minus scales of conflict resolution and the different outcomes of the different methodologies you may adopt during the conference respectively.
The art of negotiation
Learn negotiation tactics and ensure that you use the right tactic at the right time.
Teaching practical leadership skills;
Creating a culture of dissemination of knowledge about the Arab World;
Developing an Arab citizen with a deep sense of democratic values and civic engagement;
Introducing and discussing social, economic, cultural, and political issues facing Arab countries;
Providing leadership training for the largest amount of Arab Youth;
Training students on management skills, use of parliamentary procedure.
Promoting values of peace, democracy, and justice;
Training Session IV:
Negotiations & Conflict Resolution Skills
Training Session II:
Flow of Debate & Rules of Procedure
Training Session I:
Introduction to Arab League & Public Speaking Skills
Training Session III:
Country Statement & Research Preparations
Training Session V:
Draft Resolutions, Working Papers & Mock Simulation
Evaluating delegates & trainers
I
II
General Speeches and general stands of the country you are representing to be
used in the procedural debates (Such as facts that have affected your country and even neighboring countries and that support your stand on the issue.
Use numbers and statistics – Certain quotes you could use (Pay attention not to quote whomever)– your own ideas about the topic at hand but channeled through your country's position (could be with or against your view completely; put yourself in your country's shoes and debate with yourself)
Sub-topics to be used in Substantive Debates and discussed according to your country's stand (these are usually highlighted in the background guide and could get to very narrow channels that would require a solid understanding of the details at hand)
While researching characterize your information into 3 categories:
Public Speaking: Planning & Construction
III
"By Failing To Prepare, you are preparing to fail” – Pre-Conference Requirements
The pre-requisite for any kind of success, would be preparation.
To prepare properly and to understand the tactics of being a diplomat- representative of a state- you have to have the right recipe for success.
The first ingredient is to read the background guide that will be offered to you. It is a skeleton of the research you will be enacting. It will direct you correctly. However, it is not enough. A skeleton cannot function without the Organs. You should know your topic well relatively to your own country.
Solutions (could be ones that were raised in the past, ones that your country has approved of and signed, ones that you could create in collaboration with a certain country)
Negotiation Tactics:
“Make sure you have finished speaking before your audience has
finished listening.”
Negotiation Tactics:
3. False demand
This is another traditional negotiating tactic. By posing a demand and then taking it back, a delegate convinces others that his or her country is reasonable and sincere in its negotiations. This action also sets an example for others to follow and do the same. A related tactic is to convince an opponent that the current offer is one's bottom-line
position.
1. Assuming a reasonable stance
This strategy is the most common and effective tactic. In other words, open to compromise, suggestions, and concession. You may not agree with everything said, but listen to the suggestions and take the ideas that you find fit. In the end, compromise is always the key to a successful negotiating session.
The second ingredient would be to know your history well. Not everything is written down in front of you. Sometimes your history can provide you a decision you may not find while researching. Everything that happens in your past molds you into what you are today.
2. Demanding more in a first offer
At first, demanding more than you are really expecting to get is an excellent negotiating strategy. This approach gets the negotiation under way and may force the opponent to make the first serious offer. On the other hand, the demanding party could be viewed as so outrageous that the person demanding is seen as not really being
interested in negotiating in good faith.
4. Negotiating with authority
Using this tactic, a delegate tries to convince others that he/she is the most knowledgeable delegate on a particular issue or subject. The opinion of a delegate who negotiates from a position of strength will be given greater weight in the formulation of resolution. The delegate who appears to be the leader will attract followers and gain support for his or her actions. Of course, having established such a position, being
proven wrong can be disastrous.
Referring to the past and analyzing a certain event and then projecting that analysis in a speech makes it much more valuable than numbers and just statement of facts, especially in a region such as ours.
Negotiation Tactics:
Compromise
Often appropriate when:
• Cooperation is important but time or resources are limited.
• When finding some solution, even less than the best, is better than a complete
stalemate
Often inappropriate when:
• Find the most creative solution possible is essential.
• You can't live the consequences.
7. Aggression
Delegates may use aggression by emphasizing errors and flaws in an opponent's argument. It also weakens an opponent's confidence in the position that they have taken. On the other and, an aggressive stance might embarrass a fellow delegate in such a way that he/she becomes more stubborn on the issue.
5. Playing one opponent off against another
This tactic can enable a delegate to gain the upper hand against a stronger opponent by letting him or her direct his or her energies in the wrong direction. In some cases, an opponent will not take the bait and the delegate may find him or herself in a weaker rather than stronger position.
8. Surrendering
This tactic can sometimes limit potential damage and let a delegate appeal to his or her opponent's sense of ethics and fairness. However, an opponent may not take pity if this tactic is used too late in the negotiating process; instead, the opponent might “go for the kill.”
6. Anger
A negotiator can use anger to draw attention to a point. Anger can be real or fake. In both cases, it signals the seriousness of a negotiator's position and raises doubts about the reasonableness of an opponent's position. However, this tactic could create an equally angry response.
Negotiation Tactics:
Withdraw
Often appropriate when:
• The issue is trivial.
• The relationship is insignificant.
• Time is short and a decision is not necessary
• You have little power but still wish to block the other person
Often inappropriate when:
• You care about both the issues involved and the relationship.
• Used habitually for most issues (leads to explosions or freeze out)
• A residue of negative feelings is likely to linger.
• Others would benefit from caring confrontation.
Partner
Often appropriate when:
• The issues and relationships are both significant.
• A creative outcome is important.
• Time and energy are available for discussion.
• Reasonable hope exists to meet all concerns.
Often inappropriate when:
• Time is short.
• The issues are unimportant.
• You are over-loaded with processing
• The goals of the other person are wrong
9. Dividing the issues
Sometimes, countries appear to be more divided on an issue than they actually are. By identifying points on common agreement, the areas of disagreement can be reduced. When negotiating a resolution, delegates may wish to circle the clauses or phrases with which they don't agree, and focus their energies in resolving these matters with
negotiation or compromise.
Speech Construction Requirements
1. Thank you Honorable (pronounced “onrobel” - /ˈänərəbəl/) Chair,
2. Fellow Delegates
3. Important interest/point/undercover reply/solution/idea, etc...
4. Always conclude with a final stand on the issue
Tips
1. Know how to balance your: Nos and Yes-s.
2. Listen to your opponent or your ally very carefully and show interest in what he/she is saying since every word can be used to
your advantage.
3. Comprehend and absorb the content of the person you are speaking with
4. Saying “I agree with you” even if it is followed by a “but” is a plus!
5. Ask if what you understood was correct by repeating it in a summary
6. Show them you understood and promise you'll act upon the issue if … (always
keep a window open – always have a condition you could use later)
7. Make sure you always win, or lose less.
8. Number your arguments and show their concise abundance.
9. If a question arises in the committee and you don't have a direct quick answer try to use the tactic called “padding” which is to give your brain a little time to think by saying for example: “Thank you so much for your question because it is a very important part of what I want to say, and no doubt there are many in the room who would like to know that very same answer of yours my dear
colleague. Thus my answer to you would be…”. You can also laugh or smile showing confidence and at the same time relaxing
your nerves.
10. Keep eye contact at its best. Look at every corner of the room.
11. Use your props carefully. Try not to play with your hair or vibrate your leg
showing aggressiveness.
12. Your smile could win many hearts if your eyes can smile along.
Accommodate
Often appropriate when:
• You really don't care about the issue.
• You are powerless but have no wish to block the other person.
Often inappropriate when:
• You are likely to harbor resentment.
• Used, habitually, in order to gain acceptance (outcome may be lack of self-respect).
The third ingredient would be to know who your audience is: thus it is important to have a brief background of all the states in your council. We are only 22 countries in the councils (aside the 4 observer states), thus researching briefly about each would not be very hard.