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Conflict resolution strategies
Conflict resolution strategies
Conflict resolution strategies
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The other group and I did not have an initial strategy due to the complexity of the situation. This issues at hand seemed extremely important, the amount of time given for the negotiation was not enough. My other and I realized that we both need the Ugali orange to fulfill our goal. We tried to determine which one of us needs it the most. The need for it on both side were equality grave, so we had great interest in the Ugali orange. We decide that putting our money together would increase our chances of being the highest bidders to win the oranges. We were more concern about the issues to the point of forget or overlooking our past relationship issues. The issues seemed more important than the relationship because many people’s life were going …show more content…
What information was shared during the negotiation? Was there full disclosure? How did your approach change based on how much information was disclosed?
We shared the reason why the Ugali oranges are important to one another. More details about what the Ugali oranges would be useful for was discussed. The information was not a full disclosed, however the most important facts were disclosed. My approach changed a little bit after learning how crucially the other group need the Ugali oranges. My opponent and I did not specify which part of the ugali orange we need. Due to this fact, we took a long time analysis how we could we obtain the orange.
3. Did you trust the other group? Why or why not? How satisfied were you with the result? Why? Were you a trustworthy person in the negotiation? Why or why not?
Trusting the other groups was not difficult because we establish trust before talking about the issues. The other group seemed sincere and agree to putting money together in order to buy the ugali oranges. The results were satisfying because we would have won the bid. Moreover, we would have discus the allocation of the ugali oranges in more detail after obtaining them. Yes, I make sure to appear trustworthy so that the other group would be confident in negotiating with
Fisher, R., Ury, W., & Patton, B. (1981). Getting to yes: Negotiating agreement without giving in. New York, NY: Penguin Books.
Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practices. New Jersey: Pearson.
Negotiations are a part of daily life whether we are aware of them occurring or not. In everything that we do there are preferred end results and the end results are likely to affect more than one person. The goal in this however, is to ensure that all parties are equally benefited from the actions and reactions that occur to create that end result. While some dealings are done in a more subtle manner without a great deal of negotiation per say there are other situations that would warrant more vocalized mutually acceptable compromises. The purpose of this paper will be to effectively explain a situation of which required negotiation on the part of both parties that almost all of us have endured and that would be the process of buying a vehicle.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2011). Essentials of Negotiation (5th ed.). New York, NY, US: McGraw-Hill.
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...
Lewicki, J. R., Barry, B., & Saunders, M. D. (2006). Negotiation: Readings, Exercises and Cases (5th ed.). New York: McGraw Hill.
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 ...
Viking Investments negotiation was based on Pat Olafson (Viking) and Sandy Wood (Wood Crafters) trying to reach an agreement on the loan owed by Sandy ($200,000), the rent ($10,000) and the over-run ($250,000) for the job done. There were four members involved: Chelsea'an (Pat’s Lawyer), Kesha (Pat Olafson), Destiny (Sandy’s Lawyer) and myself (Sandy).
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
In the negotiation for the Federated Science Fund I represented the Stockman Company. The meeting started with a caucus between Turbo and I which set the tone for the negotiation. In the five-minute caucus, we understood that we get the highest payoff by working together and decided to only form a deal with United if it benefited us. This was the main turning point in the negotiation as we returned to United with only high-ball offers: we opened with $220,000 each for Stockman and Turbo, and went only as low as $200,000 each, with $80,000 for United. United presented counter offers throughout, but all of them were below our $200,000 reservation point. Even though United continuously demanded a more inclusive deal, we saw no real benefit and made a deal by splitting $440,000 evenly.
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Although no agreement was made, this simulation taught me a lot about dealing with group negotiations. The hardest part of this whole thing was that I had to deal with multiple parties, each with their own strong opinions. Overall, I am very pleased at how I handled myself and don?t think I would do much differently in the future. However, as is always important in business, I need to make sure my emotions do not interfere with the task at hand. I cannot take no?s as a personal rejection, but rather try to understand why they said no, and how I can persuade them to choose otherwise. Another thing that I will practice in the future is not to give up my strategy if an argument arises. I always try to do a mix of the Push and Pull styles and cannot let others move me from this middle. When the FED rejected the proposal I was suddenly turned into a Push Style negotiator and thinking back, that was not the right move.
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. (2011). Essential of negotiation (5th ed.). New York, NY: McGraw-Hill Education.
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.