The negotiation revolved around three main individuals, Terry Hardel, Josephine McNair, and Joe Abernathy. For this negotiation, my partner played the part of Joe while I played Terry. We were both given the same general instructions. However, an additional set of secret instructions were given to each of us separately. I, as Terry made the first offer and anchored our negotiation of wanting Joe to start tomorrow. This was also my aspiration point. I clearly explained and recapped to Josephine what was given to us in the general instructions. I explained what the anti-nepotism policy was, how it affected her and Joe’s promotion. However, at no point in time did I disclose my reservation point of 6 weeks. This was the bare minimum it would …show more content…
This was a result of understanding our interests and to maintain the relationship. Josephine’s interest was merely to finish her research. Mine was to have Joe promote no later than six weeks. Upon understanding our interests, it drastically altered the course of our negotiation. It progressed from being a distributive bargaining scenario to an integrative negotiation. One reason for such a change was due to the fact, that we stopped assuming what the other party. Initially, I assumed for my counterpart’s interest to be to continuing working alongside with Joe above all else. Consequently, said assumption poised me to assume that there would be no amicable outcome to the negotiation due to the perceived negative bargaining …show more content…
Using the terminology, frameworks, and concepts from the course, what advice would you give the person with whom you negotiated? a. As mentioned in Part 1, I would recommend seeking to incorporate different possible course of actions as a way to expand the pie. This will not only help to satisfy the parties involved, but it will maintain the relations, create value, and build trust. Consequently, stepping away from a tough negotiation style can equally be beneficial to meeting these ends, especially if some concession is made by both parties. I would also recommend to steer away from using threats (e.g. making Joe quit). This may cause for the relationship to no be maintained. 2. What did your counterpart do that worked well for them and/or impressed you? a. I was really impressed by the fact, that my counterpart was fixated on having her 10 weeks and not making a single concession from her aspiration point. Her ability to maintain a tough style throughout was impressive and it worked out very well for her. In addition, quickly resorting to make bold remarks since the start was something that I would simply regard as catching me off
Power balancing & missing on intangibles: Cousins on many occasions put TexasAgs under pressure to accept one of their issue before they moved to discuss another one. This style of Mr. Petersen & Mr. Hansen put TexasAgs under immense pressure to accept concessions to keep the negotiation afloat. TexasAgs went into a submissive role due to tough stance demonstrated by Mr. Petersen.
Many situations present the important synchronization of internal versus external negotiations. Many individuals have studied how each side in the negotiation is able to manage the internal opposition to agreements being negotiated. This can also be known as “on the table”, or what exactly is on the line in a heated argument. Each individual involve in an argument has a particular position to be managed, and often times own personal interests are widely expressed. This paper will expand upon the case of Fischer collecting needed funds from Smith with proposals and ideas for a manageable negotiation.
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.
However this negotiation was totally different from the other ones as our goals were completely different. My counterpart was looking for fund for his boss' campaign whereas I was looking for a buyer for my dam projects. In such a case it's difficult to negotiate as we are not looking for the same things. Thus, we need to communicate effectively to understand the other part will and then be creative in order to offer the best solution regarding both parties interests.
Primarily, we did not fully immerse ourselves into the role as we gave the questions little importance, did not focus solely on negotiating with the leading representative, and did not present a very extreme starting package. After the negotiation, I learnt that the purpose of these instructions was to teach how cross cultural negotiations take place. For instance, the relationship building questions represent the very personal and purposely time consuming nature certain cultures use in negotiations to develop strong relationships. Furthermore, negotiating solely with the leading representative displays the high power distance in certain countries. Finally in some cultures it is common to negotiate with extreme opening offers because large concessions are expected. Overall, I’ve learned these three instances highlight the differences that exist between the negotiation processes of North American cultures and the cultures of some other
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 ...
Lewicki, J. R., Barry, B., & Saunders, M. D. (2006). Negotiation: Readings, Exercises and Cases (5th ed.). New York: McGraw Hill.
Negotiating styles are grouped into five types; Competing, Collaborating, Comprising, Avoidance, and Accommodating (Colburn, 2010). Even though it is possible to exhibit different parts of the five types of negation styles in different situations, can see that my tendencies seem to default to, Compromise and Accommodating. In reviewing the course work and reviewing my answers for Questionnaire 1 and 5, I find that the data reflects the same assumption. The accommodating profile is one where relationship perseveration is everything and giving what the other side wants is the route to winning people over. Accommodators are well liked by their colleagues and opposite party negotiators (Colburn, 2010). When analyzing my accommodating tenancy in negations, I find often it is easier to give into the demands when they are within a reasonable range. I often consider it the part of providing a high level of customer service. It has been my experience that continued delaying and not coming to an agreement in a topic will only shorten the window in which you will have to meet the request since. The cons to this style are by accommodating highly competitive styles the accommodator can give up to much ground in the process. “Giving away value too easily too early can signal to your negotiation counterpart that you've very deep pockets, and your gift is just a taster of bigger and better gifts to come”. The other negations type I default to is compromising. Compromising “often involves splitting the difference; usually resulting in an end position of about half way between both parties’ opening positions” (Colburn, 2010). In the absence of a good rationale or balanced exchanged concessions, half way betwee...
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Tech informed me early on in our discussion that he had a competing offer and if I could come close to matching he would choose RR. This showed me he was committed to our company. The negotiations continued before I was able to get a salary amount from Joe. This tactic Joe used in our discussion was for me to figure out if I could meet the salary. Once I knew I was in the ballpark I had power to further negotiate the signing bonus amount. With Joe providing this information it showed he was trying to use a collaborative strategy meaning he had a long term focus, trust and openness (Lewicki et al (2011). Going into the negotiation I was sure Joe would counter offer. My opening stance at the outset of this distributive bargaining would be moderate meaning I would make concessions and comprises during the negotiations to hire Mr. Tech (Lewicki et al
This is primarily an integrative negotiation in the sense that I wish to resolve this conflict so that my supervisor and I may benefit. Although I hope to have a better salary and promotion, I don’t want it at the expense of my department’s failure. This is a win-win negotiation because with my pay increase I will be able to support my family, and my supervisor’s team will have more output as the responsibilities assigned will match the pay increase. This in turn will reflect positively on the supervisor, and he may receive recognition.
...w to apply these tactics into practice. Understanding the meaning of each tactics is just the first stage, flexibility in the use of appropriate tactics in future issues is more important. Besides, I need to make a detailed plan before the negotiation. Firstly, analyzing the interests, perspectives and weak points of the opposite side and selecting suitable tactics. Secondly, preparing several response strategies will help me to control the situations. Thirdly, setting the minimum level what I can agree on the issue is also essential part of 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.