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Four Principles of Harvard Negotiations The four principles of Harvard Negotiations came from the Harvard Negotiation Project which states the principle for coming to a mutually acceptable agreement. The four principles are (1) separate the people from the problem assumes an individualist value set, (2) focus on interest not positions assumes a not-too-large power distance, (3) inventing options for mutual gain assumes a tolerance for new solutions and (4) insisting on using objective criteria assumes that there is a shared objective between the parties. Step 1: Separate the people from the problem Whether you are taking part in budget negotiations, discussing prices and purchase quantities with a supplier or the conditions of employment in your ward with your assistant doctors – you are not dealing with abstract representatives, but with human beings. Humans who are motivated by emotions and values, or who have conflicting points of view are not necessarily predictable. This human aspect may be helpful when negotiating, but it can also be troublesome. A close personal relationship, trust and respect cause us to give in more quickly. Anger, fear and frustration stand in the way of a positive outcome. Therefore, it is recommendable not to let personal relationships interfere with factual debates when negotiating. In order to achieve this aim, you first need to understand your counterpart as a human being. Only this will enable you to prevent different ideas, emotions or misunderstandings from standing in the way of a good, appropriate negotiation outcome – if the ideas are not precise, try to specify them. If emotions boil over, find ways of lowering the level of agitation. In the case of misunderstandings, improve the comm... ... middle of paper ... ...ers from different countries. There is a number if demands that need to be focused on before the intercultural negotiations can take place language and communication skills to guarantee that the message is understood in the way that it was meant by both parties. Works Cited Morrow, Lance (Monday, Dec. 07, 1981). "The Dance of Negotiation". Time. http://www.time.com/time/magazine/article/0,9171,953270-1,00.html. Retrieved 2011-02-26. Piele, Philip K.; Stuart C. Smith (May 12, 1987). "Alternatives To adversarial negotiations being used successfully". Eugene Register-Guard. http://news.google.com/newspapers. Retrieved 2011-02-26. . Business Week. July 6, 1998. http://www.businessweek.com/1998/27/b3585036.htm. Retrieved 2011-02-26. . Business Week. December 3, 2007. http://www.businessweek.com/magazine/content/07_49/b4061103.htm. Retrieved 2011-02-26.
Many situations present the important synchronization of internal versus external negotiations. Many individuals have studied how each side in the negotiation is able to manage the internal opposition to agreements being negotiated. This can also be known as “on the table”, or what exactly is on the line in a heated argument. Each individual involve in an argument has a particular position to be managed, and often times own personal interests are widely expressed. This paper will expand upon the case of Fischer collecting needed funds from Smith with proposals and ideas for a manageable negotiation.
Communication skills are important in professional negotiations and in personal life. This book discusses why we find some dialogue difficult, why we avoid it, and why we often address it ineffectively. Most important, the authors suggest methods for more effective, productive, and rewarding, interaction.
Negotiation occurs when two or more parties strive to resolve their divergent interests and derive a decision through effective communication and negotiation strategies (Pruitt, 2013). Negotiation is pervasive in our everyday life. Moreover, it is a learned skill that promotes flexibility and adaptability to effectively navigate relationships and potential business partnerships. Many people overestimate their negotiating abilities and enter into negotiations with an inflated sense of their skills, which leads to less than optimal results (Clenney, 2013). Perfecting the art of negotiation requires the understanding of the negotiators personal style, including their communication competency, as well as their values and beliefs.
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., 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.
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.
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...
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
The fourth negotiation style is compromise, which means I lose and win some and you lose and win some. This style usually results in meeting halfway between both party’s.
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.
McCarthy, A. (n.d.). 10 rules of negotiation. Negotiation Skills. Retrieved March 31, 2014, from http://www.negotiation-skills.org
Integrative negotiation is often referred to as ‘win-win’ and typically entails two or more issues to be negotiated. It often involves an agreement process that better integrates the aims and goals of all the involved negotiating parties through creative and collaborative problem solving. Relationship is usually more important, with more complex issues being negotiated than with Distributive Negotiation. Integrative negotiation is the process of defining these goals and engaging in a process that permits both parties to maximize their objectives.
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.
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.