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five stages of negotiation process
integrative negotiation elements
integrative negotiation elements
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"YES" is the most powerful word in the English language. Even though it is the most powerful word, that doesn't always mean it is the answer. Finding the answer to any question, conflict, argument etc. requires negotiating. To negotiate means to confer with another or others in order to come to terms or reach an agreement. The basic idea of it seems pretty simple, and in fact negotiating is something the majority of us do on a daily basis either at work, at home, anywhere. In the text "Getting To Yes" by Roger Fisher and William Ury, they describe their four principles for effective negotiation. They also discuss three common obstacles to negotiation and how to overcome them.
The four principles for effective negotiation are to 1) separate the people from the problem; 2) focus on interests rather than positions; 3) generate variety of options before settling on an agreement; and 4) insist that the agreement be based on objective criteria. [p.11] Each one of these principles should be looked at during each stage of the negotiation process. The process as explained in the book begins with analysis of the problem or situation. The next stage is to plan ways to react or handle the situation. The last stage is the discussion part where a solution to the problem is examined and agreed upon.
Fisher and Ury's first principle was to separate the people from the problem. As explained in the text, people tend to establish relationships or become personally involved with issues and often take responses as personal attacks. If you were to put yourself in the opposing group's shoes and look at the same problem, it might help you understand the problem better or at least their point of view. Emotions also play a big role in irrational arguing, which ultimately gets either side no where.
Focusing on the interests is the second principle in the book and talks about the parties' interest and not so much as their positions. As Fisher and Ury explain, "Your position is something you have decided upon. Your interests are what caused you to so decide."[p. 42] When people focus only on the position they are taking and not their underlying interest, too much focus can be placed on arguing instead of reaching agreements. Each party usually has plenty of different interest in their position and they may differ among the individuals of each side but overall, people will share certain basic interest of needs.
From page 251 of the text, the author states, “Division can actually help your ethos, if you use the reluctant conclusion: when the audience seems against you, pretend that you came to your decision reluctantly. In his example of proposing a noise ordinance, you would, “talk about your deep belief in property rights, but then define those rights in broader terms than your opponent does. The right to enjoy your property may include the right to peace and quiet.”This then leads to the proof where you begin your strong argument and examples, resulting in the refutations of your opponent’s arguments. To end this is our conclusion, where the strongest points should be restated and if needed to help your argument, invoke some emotion. The third cannon of persuasion is the style in which you present your case. Virtue number one of the presentation of your case is using proper language. You should use language that suit your occasion and audience, you do not want to speak too complex if your audience cannot comprehend what you are
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.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2010). Negotiation: Readings, exercises and cases
Negotiation is a fundamental process used in resolving conflicts, making business deals, and in managing working relationships with others. Negotiations occur for two reasons: (1) to resolve a problem or dispute between parties, or (2) to create something new that neither party could do on its own.
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, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New York, NY: McGraw Hill. ISBN-13: 9780073530369
Most of the common activities in our daily life present an opportunity to negotiate, whether or not we realise it. Meta-reflecting upon my negotiation experiences during the class and other activities have led me to identify few common themes. In this assignment, the two themes I will be discussing are (1) the importance of being clear on the strategic intent and big picture thinking, and (2) the importance of managing the negotiation process through understanding the various phases and visualising negotiation as a train journey.
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...
In this particular case, or any other cases that may occur in the future, further research can be accomplished by identifying the boundaries for each argument. Sometimes the issues are so closely related that the solution becomes difficult to distinguish. Other times, evaluating the opinions of others helps to gain a broad consensus of what the majority desires. With this further research, there could be a better understanding of individual’s opposing thoughts, which could help establish a common ground and a solution to different cases.
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
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.
Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin