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Conflict and negotiation in the workplace
Conflict and negotiation in the workplace
Conflict and negotiation in the workplace
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Recommended: Conflict and negotiation in the workplace
Applying negotiation and conflict resolution theory to practice:
As HarborCo negotiator, I started stating my interests and asking the others to do the same, signaling my intention of conducting a collaborative negotiations based on interests and not in positions. I also mistakenly presumed that we wouldn’t have problems separating the person from the problem since we didn’t know one another well.
During the introduction, I noticed that some parties had overlapping interests, which was important for understanding their BATNAS. However, little information was disclosed at this point. Therefore, to test the waters and get more information, I made the first proposal which was rejected but provided grounds to start negotiating.
After the first voting, I proposed a turn-based negotiation, in which each party would have time to speak about its interests, propose a counter-offer and answer question. My objective was to better understand what each party considered important, had in common with others and to learn its Introvert/Extrovert personality function. The group accepted the proposal but DCR wanted to be the last, which later turned to be a problem.
During this stage, the shared interests and alliances started to become clear. At each ones turn, I asked for interests both of his own and on other parties’ deal and for a fair counter-proposal. We shifted turns until everybody seemed satisfied except for the ports as I was offering just the minimum to make the other parties satisfied. It was also clear that he was trying to make the negotiations fail. Therefore, I was planning for positive votes from everybody but the ports.
The second voting surprised me because no one but DCR accepted. The governor a...
... middle of paper ...
...l; these differences are more than just subtleties; they change the direction of the negotiation. I also underestimated the difficulty in separating the person from the problem as it became difficult to do so during moments of tiredness and stress.
Discovering the other parties’ styles and personalities is not as simple as described in the book. I wrongly evaluated half of the six Introvert/Extrovert functions during the negotiation. Also, I felt first-hand the effect of the inferior function taking over, when I got angry with the other party. Therefore, learning the primary function is, by far, not enough since many negotiations don’t take the expected directions and people change over stress.
Bottom line: I learned much by not reaching an agreement, getting angry and reflecting over it, which would have happened if we reached the Pareto optimal solution.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2010). Negotiation: Readings, exercises and cases
Knight. Though it was integrative negotiation, Petersen gained strong lead by opening formula price reduction, TexasAgs could have dampened the “first offer effect” by introducing new negotiator (Lewicki, Saunders, Barry, 2011, p. 41).
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 ...
We are all influenced by our human nature. Indeed, very often, our natural traits affect more than we would the decisions we think we make rationally. One of these human tendencies is to agree with our neighbor and to some extend, to avoid conflicts with individuals that we know. In other words, we are intrinsically inclined to say yes, especially if we praise the relationship. Even if negotiators are fully aware of this weakness, they cannot get rid of it. On the contrary, when they strongly desire a positive outcome to an exciting or a challenging negotiation, they might yield to any agreement, just to close the deal. Sometimes, they can do so even if the agreement does not meet their objectives. In order to address this human propensity that might be painful both in negotiation circumstances and in everyone’s private life, William Ury wrote the book The Power of a Positive No.
Negotiation is a discussion between two or more people with goal of reaching agreement on
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 ...
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...
The most important takeaway for me was that bargaining power has a truly significant effect on the negotiation process. Since the coalition gave Turbo and I the highest payoff, I learned that a strong power imbalance can heavily reduce the fairness of the process, as it became a take-it-or-leave-it situation for United. Prior to the negotiation I did not realize how strong of an effect an imbalance can have, as United’s pleas for a fair deal were completely ignored by us. Based on the lectures and readings, I believe this occurred because the power imbalance created contrasting frames; the coalition took a resource-based outcome frame to get the best payoff, while United took a needs-based aspiration frame to get more of a fair payoff. This is a strong reason why the final agreement did not involve United as the outcome frame took a win-loss approach and had a stronger effect in determining the final outcome, even though the aspiration frame took...
"The greatest challenge in life is discovering who you are. The second greatest is being happy with what you find."- Unknown. I have learned so much this year alone and taking an interpersonal communication class has broadened my view of myself and others. I am going to take you on a journey of what I learned and what I am continuing to learn. First I have chosen four chapters of the book that I think I have developed and learned the most from. From these chapters I picked the concepts and the theories that I have revised within myself. Starting with chapter two Considering Self, Perceiving Others, Experiencing and Expressing Emotions, Managing Conflict and last but not least Relationships with Family Members. I think that
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
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 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.
As the lone representative of Harborco, I was thrust into a 15 on 1 situation in the board room. I knew that though I held much power in the case, it was imperative to make sure the groups did not side together against me. I began simply by discussing the importance of the project and how I wish to gain everyone's support. I focused on the least powerful groups at first, awarding them small victories in order to gain support.
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.