Communication, Conflict Resolution, and Negotiation
Communication fundamentals
Know active listening, paraphrasing, reflecting, summarizing, and the difference between content and relational messages. Understand feedback models (specific, behavioral, timely, non-judgmental) and the trap of the "feedback sandwich," which can obscure the message. Recognize attribution errors and confirmation bias in workplace communication breakdowns.
Conflict modes and negotiation
Know the Thomas–Kilmann modes: competing, collaborating, compromising, avoiding, accommodating-each appropriate in some contexts. Distinguish distributive (fixed pie) from integrative (expanding the pie) negotiation, and know BATNA, reservation point, anchoring, and interests vs. positions. Traps: assuming collaboration is always best; confusing positions with underlying interests; and treating avoidance as always dysfunctional when it can be a strategic pause.
Mediation and third-party roles
Understand mediation (facilitated, voluntary, interest-based) versus arbitration (binding decision). The consultant as mediator must manage neutrality and power imbalance, and must not impose outcomes.
Rule of thumb
Use the "interests before positions" rule: ask what each party needs and fears before proposing solutions. A solution built on interests is more durable than a split-the-difference compromise.
Worked example
Two departments fight over shared resources. Positions: "we need the budget." Interests: both need predictable staffing. The integrative solution-a shared forecasting process with transparent allocation rules-addresses interests rather than dividing the pie.