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Negotiation skills essays
Negotiation skills essays
Negotiation skills assessment
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As I first entered the class of Negotiation: Theory and Practice, I realized that this class would be something that I would remember. The course has initiated my mind to multilevel thinking while negotiating. When reading the book “Getting More” by Diamond (2010), I really could relate with many of his examples of negotiating. Engaging with the literature and having classroom experiences sparked my interest in the subject of negotiation. The one example with the apartment building and the mouse problem is relatable since I am dealing with the situation with my apartment complex. I look back at the methods I have tried to get the mouse problem solved but none have been successful for over two months. Using the method of painting a clear picture to the other party created a picture in the other person’s mind. The method actually worked by gathering information and educating my apartment complex on diseases carried by mice. People negotiate everyday regarding things in different situations. Contrary to the classroom literature, Diamond (2010) suggest not to relationships, interest, win-win outcomes just because a person thinks it’s an effective tool. His teaching and literature focuses on reaching and meeting your goals in negotiations. Reviewing the twelve major strategies it did give a different perspective on how I viewed negotiations. The model explained how to get the best out of your goals and objectives. Kolb and Williams (2001) suggest that negotiation is a science created to allow all winners an approach of deal making.
Relationships
Diamond (2010) also critiques relationship between two parties and putting yourself in the other person’s shoes. By doing this it lets you feel what the other person may feel before...
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...s important of help get a feel of the appropriate gestures to use in negotiations. Diamond not only provides insight into some of his student’s greatest triumphs, but does in a humble, human, and relatable way that shows remarkable self reflections and understanding of negotiations.
Works Cited
Fisher, R., Ury, W., & Patton, P. (2011). Getting to yes Negotiation agreement without giving in 3rd. New York: Penguin Books.
Dawson, R. (2007). Secrets of Power Negotiating. Negotiation: Readings, Exercises, and Cases. 5. In Lewicki, R. et. al. New York: McGraw-Hill, Irwin. 98-108.
Diamond, R. (2010). Getting More: How You Can Negotiate to Succeed in Work and Life. New York: Crown Business.
Kolb, D. & Williams, J. (2007). Breakthrough Bargaining. Negotiation: Readings, Exercises, and Cases. 5, In Lewicki, R. et. al. New York: McGraw-Hill, Irwin. 206-214.
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
McCarthy, A. (n.d.). 10 rules of negotiation. Negotiation Skills. Retrieved March 31, 2014, from http://www.negotiation-skills.org
Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practices. New Jersey: Pearson.
Brubaker B. and Asher M., (2007). A Power Play for Juwan Howard. Lewicki-Barry-Saunders: Negotiation: Readings, Exercises, and Cases, Fifth Edition. The McGraw-Hill Companies, 2007
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 ...
In this classic text, Fisher and Ury describe their four principles for effective negotiation. They also describe three common obstacles to negotiation and discuss ways to overcome those obstacles.
Negotiation by Harvard Business Essentials describes negotiations as having two primary types, distributive, and integrative (Harvard Business Essentials, 2003, p. 2). In distributive negotiation parties contend over a fixed amount of value; when one takes more, the other takes less. In integrative negotiation both parties are trying to find a maximum value between each other with the goal of creating maximum benefit for both parties. Through the paperclip trade up I have learned that many negotiations are a blend of distribution and integration. While I look to maximize my benefit, I also need to maintain and create a relationship with the other party.
Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
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.
Before taking this module of Managing the negotiation process, I perceived my strengths and weaknesses solely based on my personality. Thanks to a variety of supporting materials such as the lectures, textbook, class discussion, role-play exercises and group work assignment, this course has offered me an opportunity to look at myself more comprehensively. It also helps reveal my style as a negotiator. My strengths and weaknesses are now becoming clearer to me so that I know how to make use of the strengths and reduce the impacts of the weaknesses. I also explore some new strengths and weaknesses that I have never known before.
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.
Lewicki, R.J., Saunders, D.M., Barry B. (2011). Essentials of Negotiation. New York, NY: McGraw Hills Inc.
According to Lewicki et al. (2002) four major processes are central to achieving a successful collaborative negotiation. Similarly, Roger Fisher of the Harvard Negotiation Project, developed a seven-element framework for understanding and analyzing negotiation which is particularly oriented to collaborative negotiation. This seven-element framework are interests, legitimacy, relationship, alternatives, options, commitments, and communication. Due to considerable overlaps in the two frameworks mentioned above, this essay will synthesize both frameworks to evaluate key elements of a successful collaborative negotiation.
Negotiations always occur between parties who believe that some benefit may come of purposeful discussion. The parties to a negotiation usually share an intention to reach an agreement. This is the touchstone to which any thinking of negotiations must refer. While there may be some reason to view negotiations as attempts by each party to get the better of the other, this particular type of adversarial negotiation is really just one of the options available. Among the beginning principles of a negotiation must be an acknowledgment that the parties to a negotiation have both individual and group interests that are partially shared and partially in conflict, though the parameters and proportions of these agreements and disagreements will never be thoroughly known; this acknowledgment identifies both the reason and the essential subject matter for reflection on a wide range of issues relevant to a negotiation. (Gregory Tropea, November 1996)
Lewicki, R. J., Saunders, D. M., & Barry, B. (2011). Essential of negotiation (5th ed.). New York, NY: McGraw-Hill Education.