Alternative Dispute Resolution

Hi everyone! 

 

I had the pleasure of attending this morning's session on alternative dispute resolution within the US Air Force.

 

As my opinion of the military and their recent combat missions is very low, I was skeptical of this from the onset, and indeed, during the early parts of the presentation. However, as Dr Eisen and Dr Weaver began discussing the problem faced and the solution posed it became clear how powerful their research was, despite who was doing it.

 

Over the years, the Air Force has become extremely good at attracting and promoting a particular personality type. The STJs (Meyers-Briggs Type Indicator) have a preference for data, reason-based decision-making, and see the world in black and white. While these preferences make them exceptional fighter pilots, it does not make them good at the negotiation table. The Air Force began seeing a problem of these highly competitive personality types attempt to solve disputes through a “position” based approach whereby they entered negotiations with a pre-determined position and tried to convince their counterparts that it was the best position.

 

Not only were these negotiations failing in the immediate sense, but they were also failing in the long-term sense as relationships between the two parties deteriorated. Hence, the Air Force has begun a training program that teaches negotiations as a specific skill set. In essence, if you can team someone to be a fighter pilot you can also teach him/her to be a negotiator. Ultimately, the result is an “interest” based approach to negotiation whereby you attempt to convey your interests and understand the other’s interests. This ideally leads to a more fruitful negotiation process in the near term, and also promotes healthier relationships in the long term.

 

Dr. Weaver closed the discussion with a wonderful piece on the importance cultural knowledge plays in these negotiations when conducted across cultures. Understanding one’s own culture is tantamount, this provides perspective on your own values, assumptions, perceptions, and stereotypes. Of course, it paves the way to accurate understanding of cultures that differ from your own. Having at least that understanding of alternative values, assumptions, and perceptions can only bolster your chances of success in negotiating across cultures.

 

A powerful point Dr Weaver brought up, especially in lieu of the current PC-ness/colorblindness of American culture, is that it is important to understand that we are all very different. Yes there are similarities, but to assume that we are all the same, with the same desires, goals, approaches to conflict, etc is to make a grave mistake. Recognizing and attempting to empathize with diverse values, assumptions, and believes – without judgment, is the first step towards more effective negotiation and ultimately cross-cultural efficacy. 

See you all tomorrow!