We are all influenced by our human nature. Indeed, very often, our natural traits affect more than we would the decisions we think we make rationally. One of these human tendencies is to agree with our neighbor and to some extend, to avoid conflicts with individuals that we know. In other words, we are intrinsically inclined to say yes, especially if we praise the relationship. Even if negotiators are fully aware of this weakness, they cannot get rid of it. On the contrary, when they strongly desire a positive outcome to an exciting or a challenging negotiation, they might yield to any agreement, just to close the deal. Sometimes, they can do so even if the agreement does not meet their objectives. In order to address this human propensity that might be painful both in negotiation circumstances and in everyone’s private life, William Ury wrote the book The Power of a Positive No. Doctor William Ury is a first class negotiator and mediator. Coauthor of Getting to Yes, he is globally recognized and praised for his acuity and perspectives. He has been involved in negotiations and mediations not only in the US, but also in many places such as Venezuela (with President Hugo Chavez), Chechnya, Russia and Indonesia. He is the co-founder of Harvard’s Program on Negotiation and is a Distinguished Senior Fellow of the Harvard Negotiation Project, which is a highly influent actor in the negotiation realm. In terms of education, he has a Bachelor of Art from Yale and a Doctorate of Philosophy from Harvard, both in social anthropology. He has conducted research on negotiation in the US and abroad. Thus, his background and experience allows him to support his arguments with personal case studies gathered during his research and from his own ne... ... middle of paper ... ...than a book on negotiation process, it doesn’t fit in negotiation course’s curriculum. Nonetheless, its life skills advice might be useful in time of personal doubt or in time of major personal or professional challenges. Therefore, it would be beneficial to have it, not on a desk, but available on a shelf. I wouldn’t tough recommend it to all my peers, only to some of them who, like me, have always had troubles saying no. Works Cited Ury, William, The Power of a Positive NO, Bantam Dell, New York, 2007, p.2. The author explains the metaphor of the tree page 18. He uses it afterward to introduce each paragraph for pedagogic purposes. Ibid, p18. www.williamury.com/about Ury, Op cit, p.5. Ibid p.10. Eisen, Stephan, Practical Guide to Negotiating in the Military, http://culture.af.mil/NCE p.i. Ibid, p.9. Ibid, p.7. Ury, Op cit, p30.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New
I included this paper because I enjoyed the discussion about the qualities of a good negotiator. Good negotiators are usually people who are respectful others, can develop a strategic negotiation plan, and understand you have to think about certain things, like the “big picture” of a situation in order to generate creative options (Dietmeyer, 2008). One of the reasons why I included this written work in my Artifact, was for the second part of the assignment, we were required to describe a conflict scenario. For that conflict scenario, we were to evaluate reasons as to why utilizing negotiation would be wrong for that situation. Next, we were allowed to take the opposite approach, and list reasons as to why we should use negotiation techniques for the conflict scenario. I always enjoy getting to do assignments that look at both ends of the spectrum: “why should we do something and why should we not do something.” If you have ever been in therapy, it sort of like doing the “empty chair exercise” that some therapists ask you to do when a client is experiencing conflict. And essentially, the whole point of the exercise is for the individual to be able to experience different aspects of a conflict in a new manner through the “empty-chair”
Douglas Stone, Bruce Patton, and Sheila Heen, of the Harvard Negotiation Project (HNP), wrote the book, Difficult Conversations: How to Discuss What Matters Most. Viking Press originally published the 234-page book in 1999. This self-help book, ISBN 0-670-88339-5, is available for purchase on Amazon for $24.95.
Fisher, Roger, William Ury, and Bruce Patton. Getting to yes: negotiating agreement without giving in. 2nd ed. New York, N.Y.: Penguin Books, 1991. Print.
The reluctance to teach the distributive bargaining tactic may be due to the fact that most teachings on negotiation skills are centered around the notion of all parties coming out of a deal with something they want. Negotiations are supposed to begin in a positive way in which the negotiators consider the needs and wants of the others involved and their...
Negotiations styles are scholastically recognized as being broken down into two general categories and those are distributive bargaining styles and integrative negotiation styles. Distributive bargaining styles of negotiation are understood to be a competitive type of negotiation. “Distributive bargaining, also known as positional bargaining, negotiating zero-sum, competitive negotiation, or win-lose negotiation, is a type or style of negotiation in which the parties compete for the distribution of a fixed amount of value” (Business Blog Reviews, 2011). This type of negotiation skill or style approach might be best represented in professional areas such as the stock market where there is a fixed goal in mind or even in a garage sale negotiation where the owner would have a specific value of which he/she would not go below. In contrast, an integrative negotiation approach/style is that of cooperative bargaining, or win-win types ...
Analysis: This setting shows in detail a location which is directly tied to the author. He remembers the tree in such detail because this was the place were the main conflict in his life took place.
Whether or not we are aware of it, each of us is faced with an abundance of conflict each and every day. From the division of chores within a household, to asking one’s boss for a raise, we’ve all learned the basic skills of negotiation. A national bestseller, Getting to Yes, introduces the method of principled negotiation, a form of alternative dispute resolutions as opposed to the common method of positional bargaining. Within the book, four basic elements of principled negotiation are stressed; separate the people from the problem, focus on interests instead of positions, invest options for mutual gain, and insist on using objective criteria. Following this section of the book are suggestions for problems that may occur and finally a conclusion. In this journal entry I will be taking a closer look at each of the elements, and critically analyse the content; ultimately, I aim to briefly bring forth the pros and cons of Getting to Yes.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
During this course, I have learned a lot about negotiating. We learned about almost every negotiating technique there is. We learned about cross-cultural negotiations, body language, Best Alternative To a Negotiated Agreement (BATNA), variables in negotiating, and many more. Before this course, I did not know that much about negotiating. I thought that negotiating was just about trading or convincing someone to give you what you want and you did not care about the other side, resulting in a win-lose. I now know that negotiating is about getting what you want, but also giving the other side what they want as well to result in a win-win. This paper is about how I am going to improve my negotiating skills over the next six months. In order for me to improve my negotiating skills, I believe I need to improve the following skills- my body language, communication, planning, and my interpersonal communications. By improving those skills, I can become an effective negotiator.
Whether you are taking part in budget negotiations, discussing prices and purchase quantities with a supplier or the conditions of employment in your ward with your assistant doctors – you are not dealing with abstract representatives, but with human beings. Humans who are motivated by emotions and values, or who have conflicting points of view are not necessarily predictable. This human aspect may be helpful when negotiating, but it can also be troublesome. A close personal relationship, trust and respect cause us to give in more quickly. Anger, fear and frustration stand in the way of a positive outcome.
Negotiation has been used as a vital communication tool not only in business but also in social intercourse. It helps people make common agreement and avoid conflict. So we need to use the tactics which we learned from this course and books to do more practice, only in this way we can gain advantages in negotiation.
Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
Negotiation approaches are generally described as either distributive or integrative. At the heart of each strategy is a measurement of conflict between each party’s desired outcomes. Consider the following situation. Chris, an entrepreneur, is starting a new business that will occupy most of his free time for the near future. Living in a fancy new development, Chris is concerned that his new business will prevent him from taking care of his lawn, which has strict requirements under neighborhood rules. Not wanted to upset his neighbors, Chris decides to hire Matt to cut his grass.