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Negotiation analysis an introduction
Integrative negotiation weakness and strengths
Integrative negotiation weakness and strengths
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Characteristics
Collaborative negotiations unlike competitive negotiations focus on commonalities rather than differences between parties (Lewicki et al. 2002). It also addresses desires and interests of these parties not their positions. Furthermore, there is free flow of information and ideas between the parties and it develops concepts that ensure mutual gain between parties involved. For instance, skilled cooperative negotiators tend to focus on building trust and facilitating a thorough and accurate exchange of information (Morse 2014).
Key elements of a successful collaborative negotiation
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.
Interests
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They must also understand the meaning they each attach to their proclamations and hopefully interpret the facts in the same way (Lewicki et al. 2002). For instance, in a buyer-supplier relationship where both parties have different terms and conditions for the same contract. It is therefore important, that both parties communicate this clearly so as to avoid a situation where a breach of contract might occur when a party realizes and believes the conditions set are not achievable. Similarly, sending conflicting messages in collaborative negotiations can mislead the other party and confuse or threaten
Lewicki, R. J., Saunders, D. M., & Barry, B. (2006). Negotiation Readings, Exercises, and Cases Fifth Ed. Bill Brubaker, Mark Asher, A Power Play for Howard Negotiation (pp. 616-626). New York, NY: Mcgraw-Hill Irwin.
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.
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
Negotiations are supposed to begin in a positive way in which the negotiators consider the needs and wants of the others involved and their shared interests and interdependencies.... ... middle of paper ... ... References Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practice.
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, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
In conclusion, the theory of principled negotiation is very impressive, although it at times seems to be simplistic and meant for an ideal world. Nevertheless, it allows all sides of the conflict to be examined through the broadening of options. It allows disputants to maintain any relationship that they had before the conflict and negotiation. Overall, principled negotiation is meant to lead to satisfactory results for both sides, creating a win-win situation for all.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
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.
...an agreement, in which the superior may have a final say in the matter, this too can be detrimental to the business because it only serves to lower the morale of the manager, and confidence in the work he or she is trying to achieve. Secondly the attitudes of the negotiators can greatly affect the outcome. For example, if one negotiator has a competitive behaviour rather than a cooperative behaviour then it will most likely make the other negotiator adopt a more competitive attitude and thus decrease the likelihood of inducing counteroffers that can lead to an agreement (Fisher, Fredrickson & Peffer 2000). Negotiations can also cause those involved who disagree in significant and irreconcilable ways to accentuate those differences (Hilton 1994).
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.
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.
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.
In everything that people do, there are chosen end results and these end results are very likely to affect more than one person. The goal of negotiation is to make sure that all parties involved are equally favored by the actions and results that happens to create these end results. While some transactions are done in a lighter manner without a huge deal of negotiation to say there are other conditions