In everyday life, negotiation takes place—whether it is for a mundane dilemma i.e. where to have lunch to important decisions involving union leaders or business associates. Negotiation is the basic way to get what you want. And in this book, Robert Ury and William Fisher introduce the third way to negotiate. It is neither hard nor soft but rather a combination of both. This is the method of principled negotiation. It advocates to decide on the mutual benefits and if the interests of the parties are incompatible, it must be reconciled based on a criteria, or fair standards independent of the will of either side. Indeed, it is hard on the merits but soft on the people. The book, as it is aptly titled, aims to provide a practical method for …show more content…
It is only necessary to deal sensitively otherwise it turns into a ‘people problem.’ It is wherein the relationship of the parties becomes entangled with the discussion of the substantive interest, which in turn treats responses as personal attacks. Thus, one must separate people from the issues. This helps in addressing the issues without damaging the personal relationship. The authors identify three main sources of people problems. Both parties trying to understand one another’s viewpoint can solve differences in perception among parties. Each side should suggest proposals that are not only satisfactory to them but also to that of the other side. They should work together as one unit to create a proposal suitable to both parties. The more likely the parties are involved in the proposal making, the more they become amenable and supportive of the outcome. The next source is emotions. Negotiation induces stress to both parties. Thus, emotions should be kept in check. In order to do so, first, one should acknowledge such emotion exist and try to understand its source. Either party must be acceptable for the other’s expression instead of dismissing it outright. Nevertheless, symbolic gestures and sympathy is effective in diffusing strong …show more content…
Identifying the sources of people problems helps in averting its emergence. It is ideal that both parties recognize the role of one another in negotiation—as partners rather than adversaries. 2nd Principle: Interest. Focus on Interests, Not Positions Behind every position lies an interest being protected. Such is present in negotiations. The wise thing to remember that in achieving a mutually satisfactory agreement, focus must be given to the respective parties’ hidden agenda and not merely on positions itself. It may come as a surprise that both parties underneath have similar interests. However, before reconciling differing interests, a negotiator must be able to identify the underlying interests. Fisher and Ury offer a set of questions to easily identify them. Never forget to ask ‘Why?’ and ‘Why not?’ do they hold the positions they do. Imagine being in their shoes. What makes them tickle? And think and try to understand their choice. Once this is achieved, both parties must then discuss and explain their interests thoroughly. These discussions should be forward-looking—always keeping in mind the desire to achieve a solution beneficial to both of them. 3rd Principle: Options. Invent Options for Mutual
Lewicki, J. R., Barry, B., & Saunders, M. D. (2011). Essentials of negotiation (5th ed.). New
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.
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.
(4) Besides, each party should have an active listening to the other side to understand the other side’s real needs and interests. Moreover, when having a careful focus on the interests of the others, each party will have an opportunity to discover the mutual interest of both. Thus, all participants will have more basis to get a common agreement. However, it is worth noticed that one negotiator should not forget their own interest while pay attention to the others’ interests. Therefore, being flexible is necessary to protect one’s own interest and at the same time, associate with the others’ priorities.
Negotiations are supposed to begin in a positive way in which the negotiators consider the needs and wants of the others involved and their shared interests and interdependencies.... ... middle of paper ... ... References Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practice.
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. (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...
In conclusion, the theory of principled negotiation is very impressive, although it at times seems to be simplistic and meant for an ideal world. Nevertheless, it allows all sides of the conflict to be examined through the broadening of options. It allows disputants to maintain any relationship that they had before the conflict and negotiation. Overall, principled negotiation is meant to lead to satisfactory results for both sides, creating a win-win situation for all.
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
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.
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.