Overview The agreed upon contract between the government of Bangladesh and Niko Resources Ltd. consisted of Niko being able to revive two abandoned gas fields in Bangladesh to replicate their famous Indian success story. Although no fatalities were reported in the two blowouts, Niko Resources Ltd. became the central focus of Bangladeshi politicians, journalists, activists, and villagers who tarnished their reputation while seeking compensation. In order to achieve a win-win outcome in the next phase of negotiation while reconstructing the reputation of Niko Resources Ltd. it is essential to acknowledge the underlying interests of both parties. Therefore, proposing an overlap of interest between both parties along with suggesting cultural differences that may be impacting further negotiations and their respective solutions can be a useful tool in achieving the preferred outcome. People and Problems The major stakeholders in this negotiation consist of Niko Resources Ltd., the government of Bangladesh, and the local community of Bangladesh. The minor stakeholders consist of politicians in Bangladesh and Canadian companies. To achieve win-win outcomes, it is essential to separate the people from the problem. Thus, it is important to "Face the problem, not the people. The basic approach is to deal with the people as human beings and with the problem on its merits" (Fisher,Ury & Patton,1991, p.40-41). In order to separate the people from the problem more easily, the stakeholders and each of their problems are provided in the table below. Major Stakeholders Niko Resources Ltd. Government of Bangladesh Local Community of Bangladesh Problems The Government is claiming $12 -million for environmental damage. Media attacks by jo... ... middle of paper ... ...ze one party. In addition, Bangladesh can shed light on the value of journalists and activists there who are of paramount importance to multinational companies, thus informing Niko of their culture and how they should treat reporters. Integrating a mediator into the negotiation can be helpful, especially if the mediator is an Indian executive who can serve as a representative for both parties. He/she can inform Bangladesh about how Niko helped India while informing Niko about how Bangladesh responds to business, since India and Bangladesh are neighboring countries and have a good trade relationship. ] Works Cited 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, Roy J., and Joseph August Litterer. Negotiation. Homewood, Ill.: R.D. Irwin, 1985. Print.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New
Bargaining and negotiation are part of everyday lives and in the case of Smith and Fischer an initial bargain agreement was established. BATNA or Best alternative to a negotiated agreement is defined as the best method that can be used to convince...
Fisher, R., Ury, W., & Patton, B. (1981). Getting to yes: Negotiating agreement without giving in. New York, NY: Penguin Books.
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 ...
There are many stakeholders in this case and each stakeholder could be affected in various situations.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2005). Negotiation, Fifth Ed. New York, NY: 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.
The most common negotiation that was used several times was voting for the majority just to get it over and done with. A few examples would ...
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
This paper will cover the difference in the negotiation process and the mediation process and explore some of the barriers that hinder the processes. There is a distinct difference between the negotiation process and the mediation process. Negotiation as defined in Essentials of Negotiation is a process by which two or more parties attempt to resolve their opposing interests (Lewicki, Saunders, and Barry, ) The Negotiation process happens when individuals disagree about a situation and there’s no mutual solution that can be attain by the two parties. The disagreement leads to a conflict which involves misinterpretation, miscommunication and hurt feelings. Because the parties cannot reach a mutual agreement on how to resolve their issues, they can request a third party to intervene and assist in obtaining a mutually acceptable agreement of the issues involved in the conflict which is the mediation process. The negotiation process is the first phase that leads and continues throughout the mediation phase of reaching a solution to the dispute. The mediation process is a voluntary course of action that the parties must decide to take part in to help resolve the situation. The parties cannot be force to participate in the process and they are not obligated to reach a decision. They can walk away from the process if they feel uncomfortable or if they feel that there is no right answer for them in the process. The medication process is a continuation of the negotiation process in which the lines of communication is still open to allow the parties to work through their impasse for solutions of the disputed issues which is mutually beneficial for both parties. The mediator assist the parties in evaluating advantages and disadvanta...
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
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.
the diversity of intercultural negotiation: negotiation involves many actors, with different nature and status. In the case of international negotiation, it is due to two facts: a large number of international negotiations go through third parties, in particular the states and local governments but international negotiations are also often played at many levels;
Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
Negotiation tactics are an important aspect to consider when doing business in a cross-cultural environment. Negotiation or special communication that takes place shows how to reach the agreement and how to handle both common to conflicting interests between two or more parties (Denk-Helmond et al., 1996, pp. 42-60). Competition within a global setting, it is essential to recognize some of the typical negotiating tactics when working with people from different cultures. A negotiating process is a dynamic process which two parties, each with its objectives, seek a mutually acceptable agreement on a matter of common interest (Gorg, Hanley, Hoffmann, & Seric, 2017 pp. 187-194). Countries from Asia, North America, and Europe