Once I have decided to address the conflict, I need to gain internal support. In family negotiations, I discuss the issue with supportive family members. In business negotiations, I approach managers who I believe will back me and who will also benefit from resolving the conflict. In political negotiations, I subtly gauge potential supporters to build a network for the forthcoming conflict.

It is interesting to note that individuals who are more supportive than critical are often brought in early. However, criticism remains significant during the preparatory phase.

Further reading regarding internal negotiation:

Internal negotiation: Internal negotiations within an organization significantly influence its external negotiations. Whether it’s a union, corporation, government, or family preparing to negotiate, the internal discussions and decisions often complicate effective problem-solving with external parties. Even with a creative and flexible internal process, the resulting directives can restrict a negotiator’s ability to act freely on behalf of the institution.1

Impact of internal negotiations on external negotiations: Research presents that the chance of achieving a favorable result in external negotiations can be hindered by internal negotiations due to several factors1:
1) The process centers solely on commitment.

2) The role of the external negotiator is perceived as unchanging.

3) Internal and external negotiations are treated as separate and distinct activities.

4) Negotiators view their role as merely advocates.

Negotiation supporters: For both inter-state and intra-state conflict, the measurement of potential supporters importantly impacts the decision makers to move forward or not with the conflict.2

References:

1 Fisher, R. 1989. Negotiating inside out: What are the best ways to relate internal negotiations with external ones. Negotiation Journal, 5: 33–41.

2 Thyne, C.L. 2009. How International Relations Affect Civil Conflict: Cheap Signals, Costly Consequences. London: Lexington Books.

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