By definition negotiation is a discussion between two or more separate parties aimed at reaching an agreement. Margaret Neale’s philosophy in negotiation is one thats unique and can be very beneficial. So unique in-fact, that at the very beginning of the video she says that “ When we negotiate most of us view the goal of a negotiation as to get an agreement. This is wrong.” this statement automatically contradicts the definition of the word negotiation its self. Then Neale gots on and clarifies by telling us that “ The goal of a negotiation is not to get a deal. The goal of a negotiation is to get a good deal.” In other words do not settle because you were offered something the other side considers a deal. Neale gives us three pieces of information …show more content…
The first piece of information, that asks what are the alternative choices, to me drives the negotiation process the most. The reality is simple, if you don't have any alternatives or back ups the negotiation will more then likely end with a bad deal. You'll be forced to settle basically on whatever the other party feels like a deal is and that is more then likely to be a terribly bad deal for you. The ideal thing is to have one of more alternative back up plans so you can have some leverage when you're negotiating. Personally my own experience in negotiating it has proved quite effective to have a alternative backup. Theres been times when my backup has proven an highly effective bargaining chip, and times its been a good fall back for when I had to walk away from the negotiation table. The second key piece of negotiation Neale mentioned was having a reservation price in mind. In other words knowing whats your bottom line number you'll compromise to take or simply walk away. This to me is easily the second most important aspect. Now you have some leverage and a fall back plan with you alternative options, you need to know what number is that bottom …show more content…
I recently (last summer) had two job that wanted me to work for them. I went through the interview and they both wanted me to come in to talk about compensation and have me sign paper work. The first company was a flooring company and they wanted me to come in an administrative position as a warranty specialist. This job was offering me $27,000 annually and full benefits package, but the pay was non negotiable. The second company was a beach company that wanted me to come in as the beach attendant manager. At this job they were offering me 9$ an hour, health insurance, and 2.5% commission of monthly sales. They also told me since they did not meet my bottom line that I can renegotiate compensation after 30 days so they can see my performance numbers. I picked the second company because even though they did not meet my bottom line in compensation they acknowledged the fact that they didn't and were more then willing to renegotiate my compensation any time after 30 days so they can see my performance numbers, which in term gave me leverage to possibly negotiate with high numbers. The last piece and factor which Neale gives us is what are you aspiring
Lewicki, J. R., Barry, B., & Saunders, M. D. (2010). Negotiation: Readings, exercises and cases
In preparing of the negotiation, the job offer was dissected and each element was assigned a level of importance. The issues which were critical in importance were not relocating to Silicon Valley but remaining in Nashville and the annual salary. To a lesser degree of importance was the signing bonus and stock options. In addition, of least importance was the relocation bonus. With the issues prioritized, I was confident I would not lose perspective during negotiations and agree to less than an ideal contract.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2005). Negotiation, Fifth Ed. New York, NY: McGraw-Hill Irwin.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
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 ...
The first common theme is the importance of clear strategic intent and big picture thinking in negotiations. Before taking the Negotiation Behaviour unit, I always perceived negotiation as a fixed-pie, a zero-sum gain situation, where one party wins and the other party loses. This belief has often led me to a competitive behaviour in negotiation by trading the big picture thinking with the need to win, getting too detailed too quickly, leading to a positional approach instead of having a broad goal and explore for ways around problems to create value and get the best outcome.
Negotiation, as we’ve learned, is the process of communicating where parties can discuss problems and/or targets and attempt to solve them via dialogue in order to reach a resolution. While many individuals feel successful negotiations are due to a natural skill, the truth behind reaching a prime agreement is preparation. You need to know the issue, know yourself, and know your party. This type of preparation also includes knowing your needs and limits, understanding what the other party wants and anticipating their limits, asking the right questions, and being creative in your counteroffers.
Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
The topic for my real world negotiation is to come to an agreement with my supervisor for a promotion as well as an increased salary. I currently work as a student assistant at the student services Planning, Enrollment Management, and Student Affairs (PEMSA) department. My goal is to increase my hourly pay from $10.15 to $12.70, a 25% increase. Having worked in this department for three years, I have taken on tasks not part of my job description such as processing return mail, data entry, and supervision.
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...
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.
Pfeffer, J. (1998). Six dangerous myths about pay. Harvard Business Review, 76, 109-119. Print. 8 Feb. 2014.
...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.
According to the Claremont Graduate University, “Salary negotiation is the process of reaching an agreement on what an organization will pay for your skills, knowledge, and experience. Contrary to popular belief, this is not an adversarial process. It is both the organization’s and your best interest to come to a mutually beneficial agreement.” When deciding if you should negotiate your salary, there are a variety of do’s and don’ts. First off, always do your research. When it comes time to researching you want to research the salaries for positions that are similar to yours. Basically, know what your worth is. As stated by “12 Dos and Don 'ts for Negotiating Salary in a Tough Economy” written by Dawn Dugan, when it comes to the don’ts for the research step she states, “Don 't assume that salary and/or benefits aren 't negotiable in this type of economy. Most organizations -- about 80 percent, in fact -- expect negotiations and leave themselves some wiggle room.” Next, you want to make a good impression. During your interview, you do want to spend a lot of time on getting to know the employer and also asking questions. Do not start your interview talking about your salary and benefits. As claimed by, “5 Salary Negotiation Tips that Work,” by Jerome Young, “There’s an old saying “The first person to bring up money, loses.” Starting a discussion about salary prematurely sends a signal