Kobrinsky (2008) stated that negotiation is the act of solving disputes. Power based approach in negotiations aims at winning other than a win-win situation. In most cases, the power-based approach tends to use intimidation, coercion, and status among other aspects associated with one’s positions to discredit the accounts of the opponents and consequently overpower them. However, it is evident that the approach can be risky and costly (Cheng, 2009). For instance, if a school head tends to force a Muslim student to remove the Hijab with disregard to her religion and culture. As a result, the school head may face legal sanctions.
On the other hand, interest-based negotiation involves the parties arguing from their interests' perspectives. In this case, one party may feel that there is a threat to its values, cultures, and recognition due the actions or inactions of the opponent. The interest-based approach is among the most realistic approaches because it gives the parties almost an equal leverage against the other. The approach goes beyond the apparent conflict since in most cases; conflicts originate from hidden motives and interests. For example, in the school, a Muslim teacher may need time to pray during working hours. The teacher can negotiate with the administration for official recognition of the activity.
Right based negotiation entails recognizing the fundamental rights of the parties’ enshrined in the constitution and international declarations (UNFPA, n.d). The primary aim is to promote a conducive coexistence of the parties. For instance, it is the duty of the head of an education institution to provide enough budget allocations to allow the teachers to teach efficiently. It is the right for the students to receive a quality education.
Transformational based negotiations seek to reduce the occurrence of errors that lead to conflict. In this respect, the parties would stop acting in a provocative manner. For example, a school head, allowing Muslim children time to pray during working hour. These approaches strengthen my professionalism by exposing me to means and ways of dealing with conflict competently.
Cheng B. Y. (2009). Power and Trust in Negotiation and Decision-Making: A Critical Evaluation. Harvard negotiation law review. Retrieved on February 3, 2016 from http://www.hnlr.org/2009/09/power-and-trust-in-negotiation-and-decision-making-a- critical-evaluation/
Kobrinsky N. (2008). Interest-Based Negotiation. Retrieved on February 3, 2016 from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=4&cad=rja&uact =8&ved=0ahUKEwjdvoua- 9rKAhXK6xQKHbLjB8EQFghBMAM&url=http%3A%2F%2Fwww.casfaa.org%2Fasse ts%2Fdocuments%2FPresentation-Interest- BasedNegotiation.ppt&usg=AFQjCNHQZA5q32wXiLJ2ghj9AHFaYGuKqQ&sig2=aeB Wmo9abZ61coQKZ9lsfg
UNFPA. (n.d). The Human Rights-Based Approach. Retrieved on February 3, 2016 from http://www.unfpa.org/human-rights-based-approach