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The importance of negotiation skills
The importance of negotiation skills
The importance of negotiation skills
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Summary of Getting Past You and No
(0) Introduction
Each of us has to face tough negotiation with an irritable spouse, an ornery boss, a rigid salesperson, or a tricky customer. Under stress, even kind, reasonable people turn into angry, intractable opponents.
In order to reach a mutually satisfactory agreement in an efficient and amicable fashion, this book introduces us the strategy of breakthrough negotiation. The breakthrough strategy is counterintuitive: it requires us to do the opposite of what we might naturally do in difficult situations. In addition, the essence of the breakthrough strategy is indirect action. Rather than trying to break down opponent's resistance, we
make it easier for him to break through it themselves. In short, breakthrough negotiation is the art of letting the other person have our ways.
(1) STEP ONE: Don't React Go To The Balcony
The first step we need to do in dealing with a difficult person is not to control his behavior but to control our own. Because when we react-act without thinking, we usually neglect our interests. "Going to the balcony" means distancing ourselves from our natural impulses and emotions. From the balcony we can calmly evaluate the conflict, think constructively for both sides, and look for a mutually satisfactory way to resolve the problem. One the balcony, the first thing we need to do is figure out our interests. We also need to identify our BATNA- our Best Alternative To a Negotiated Agreement. The agreement must satisfy our interests better than our BATNA could. Our BATNA should be our measuring stick for evaluating any potential agreement.
Often we do not even realize we are reacting, because we are too enmeshed in the situation. Therefore, we need to recognize the tactic. Make a mental note when we detect a possible trick or subtle attack. By naming the game, we are able to neutralize it easily. Once we have named the game and stop our immediate reaction, the next step is to buy ourselves time to think-time to go to the balcony. Use the time to keep our eyes on the prize-an agreement that satisfies your interests, certainly better than our BATNA can. Instead of getting mad or getting even, concentrate on getting what we want. This is what going to the balcony is all about.
(2) STEP TWO: Disarm Them Step To Their Side
There are many tactics that both sides can and do use to try and get the other side to yield first, when negotiations are under way. Uni...
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.
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 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.
The first method of principled negotiation is to separate the people from the problem. Although it seems to be quite a simple process, I found a major question came to mind: “What if the people are the problem?”. Being a teenager, I know that sometimes the only reason for conflict is emotions and feelings. A person feels they have been wronged, the other disagrees, and separating the people from the problem becomes virtually impossible. Getting to Yes briefly proposes some solutions to emotion, such as recognizing both side’s emotions, making emotions explicit and acknowledging them as legitimate, allowing the other side to let off steam, not reacting to emotional outbursts, and using symbolic gestures . Again, I found these guidelines to be oversimplified and completely void of the fact that human’s are inapt to simply putting their feelings aside. Also...
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”
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
The purpose of this research is to determine how emotional intelligence affects negotiation. Mayer and Salovey, in their early research on emotional intelligence in 1993, identified it as “a type of social intelligence that involves the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use the information to guide one’s thinking and actions” (433). Goleman in 1995 defined emotional intelligence as “the ability to be aware of the emotions of oneself and others, to manage one’s own emotions and how they are expressed, and to manage others’ emotions” (as cited in Kim, Cundiff, & Choi 51). These abilities are ones that have the potential to impact the quality and outcomes of negotiation, which Rubin and Brown defined as “a social process through which two parties or more try to settle what each party shall give and take or perform and receive in order to satisfy their needs” (as cited in Kim, Cundiff, & Choi 50). The specific question to be answered by this research is: What role does emotional intelligence play in negotiation?
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.
According to Barbara A. Budjac Corvette, the author of Conflict Management A practical guide to Developing Negotiation Strategies there are five phases in the negotiation process: preparation, introduction, initiation, intensification, and closing. In this paper I will define the five phases of the negotiation process, describe an observation of that development from a scene in the movie 12 Angry Men, what I have learned from Juror #8, and how I can apply this knowledge to my professional and personal negotiation strategies.
...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.
This approach directly addresses the conflict and is often viewed as “might makes right” (Robin, 2002). A confrontational style usually involves high emotional levels, clear clarity of goals, weak relationship, and low concern for formalities or fear of punishment, moderate concerns for traditions, and a moderate self-concept.