Conflict never arises out of the blue; it builds up over time. The first signs are tension, pressure, and the need to make decisions. A negotiating partner may want something I can’t or don’t want to give, or I might need or want something from my negotiating partner, who may disagree.

The inner negotiation begins when I negotiate with myself. I weigh the pros and cons of addressing the conflict. What advantage will it bring me if I address the conflict now, making it visible, and prompting a reaction from my counterpart? Or is it better to wait and see?

This assessment is subjective and influenced by my previous experiences. Have I had positive or negative experiences in addressing conflicts in the past?

Further reading regarding inner negotiation:

Uncertainty and perception: At this stage, perception and uncertainty play a crucial role in the decision-making process.1 Inner negotiation involves both internal and external elements. Internal aspects encompass one’s capacity to address the conflict, including domestic support, military capabilities, and financial resources. External aspects cover one’s perception of the other
party’s ability to address the conflict (as suggested by game theory) and the external allies
that can be mobilized.2;3 Those who view the negotiation as a challenge typically experience less
detrimental effects and achieve better results than those who perceive it as a threat.4

Play-to-win mindset: Negotiating needs to be seen as a playful process where the opportunity presents itself to strengthen one’s knowledge and negotiation skills and grow from the interaction with the counterpart. Science also confirms the connection of a positive mental state on negotiation performance. It has been demonstrated to positively influence the creative thinking process 5, negotiation outcomes and the ability to achieve goals6-8

N-Espresso with Camille Vasquez about the right mindset: 3:18–4:20 – Camille Vasquez | N-Espresso Negotiation Interview (youtube.com)

On signs of tension: In politics, early warning systems (EWS) are used to detect signs of tension and pressure by monitoring vulnerable contexts across crucial social, economic, security, political, and
geographical dimensions. For example, the European Union early warning system relies on
the Global Conflict Risk Index for its assessment.9;10

References:

1 Trager, R. F. 2015. Diplomatic Signaling among Multiple States. The Journal of
Politics, 77(3): 635–647.

2 Snidal D. 1985. The Game Theory of International Politics. World Politics. 38(1): 25–57.

3 Trager, R. F. 2015. Diplomatic Signaling among Multiple States. The Journal of
Politics, 77(3): 635–647.

4 O’Connor, K. M., Arnold, J. A., & Maurizio, A. M. 2010. The prospect of negotiating: Stress, cognitive appraisal, and performance. Journal of Experimental Social Psychology, 46(5): 729–735.

5 Isen, A. M., Daubman, K. A., & Nowicki, G. P. 1987. Positive affect facilitates creative problem solving. Journal of Personality and Social Psychology, 52(6): 1122–1131.

6 Baron, R. A. 1990. Environmentally induced positive affect: Its impact on self-efficacy, task performance, negotiation, and conflict. Journal of Applied Social Psychology, 20(5): 368–384.

7 Barry, B., & Oliver, R. L. 1996. Affect in dyadic negotiation: A model and propositions. Organizational Behavior and Human Decision Processes, 67(2): 127–143.

8 Kumar, R. 1997. The role of affect in negotiations: An integrative overview. The Journal of Applied Behavioral Science, 33(1): 84–100.

9 European Union External actions. 2022. ISP.2 – Conflict Prevention and Peace
Mediation. Online.

10 European Commission. 2024. Global Conflict Risk Index. Online.

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