They aim to reconcile a counterpart’s problems with the need to maintain the peace for society at large.

Using active-listening techniques, maintaining an open-minded approach, and building rapport to influence one’s counterpart are some of the skills used to resolve conflict and this skills can also be used on other kinds of negotiation.

• Communication: Opening communication avenues to your counterpart signals you are ready to listen and builds rapport between you.
• Patience: Allowing your counterpart to air concerns and not jumping to conclusions or rushing towards a resolution also builds rapport.
• Active Listening: An affective skill that helps to maintain an open dialogue and build trust between counterparts also doubling as information gathering.
• Respect: Makes your counterpart feel understood and that their concerns are being heard and addressed.
• Calm: its display helps the counterpart feel there is an alternative way to taking harsh measures.
• Self-Awareness: It's establishing a relationship with the counterpart while keeping communications strategic and purposeful.
• Adaptability: Is to adapt and respond to changing circumstances in a way that further negotiation goals.

• High stakes, including communication towards conflict resolution.
• Unpredictable.
• Heightened negative emotions, often leading to conflict escalation.
• Multiple parties and teams are involved.

Is to not judge or analyze what the person is saying at first. Just focusing on listening and trying to understand their perspective.

1. Paraphrase: Consists of repeating at the speakers a summary of what they say, so they feel understood.
2. Inquire: Obtain all the information that is relevant to the resolution of the issue.
3. Acknowledge: Once the issue is made clear, communicate to your counterpart that you understand it.

Active listening has three components:
Paraphrase: Repeat what they have said in your own words. "If I understand correctly... "
Inquire: "You mentioned you found our proposed price unacceptable. Help me understand how you came to this conclusion?"
Acknowledge: "It sounds as if you're quite disappointed with..."

Active listening should be maintained throughout the conversation.

It also includes body language:

• 55 percent of what you convey comes from your body language.
• 38 percent comes from your tone of voice.
• Only 7 percent is from the words you choose.

You don't want to argue over the phone or email as they are stripped of facial expressions and gestures and unwittingly simulating a blank emotional radar.

It means finding the doorway that you want to enter the negotiation through. That could be the doorway of safety and liability or of value, the doorway of competition or of future business.

That signature is the habitual way that you go about a negotiation. Understanding your default signature helps you know what you're working with.

Some people try to go in and beat the other person up on price. Other people are really intimidated, reticent, and afraid to ask for anything. 

Organizations know how to measure vocational skills. They know how to measure typing skills for example. However, they are less able to measure passion or commitment.

Organizations hire and fire based on vocational skill output. But, getting rid of a negative thinker or a bully is much more difficult. An employee that demoralizes an entire team is hampering productivity.

If you've got the vocational skills, you're of little help without the human skills. The soft skills, or rather real skills, can't replace vocational skills, but amplify the things you've already been measuring.

For instance, a team member with all the traditional vocational skills is the baseline. Add to that perceptive, charismatic, driven, focused, goal-setting, inspiring, motivated, deep listener, and you have a team member that will benefit the organization in exponential ways.