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. Original goals in negotiation The Midwestern contemporary art case study revolves around the current MCA board chair Peggy Fischer, and former board chair Peter Smith. Smith had been elected to the board after individuals recognized him and his wife for the immense art collecting accomplishments put forth on the couples behalf. Initially Smith was indebted to pay $10,000 to even be elected onto the board chair. Smith indeed paid an initial pledge of $10,000 and financially made amends to put forth $5 million additional dollars towards museum improvements. It is no deniable fact that Fischer had recognized Smiths admirable job running the museum. Smith worked his way up from being a member of the board to board chair. Smith and his wife were highly recognized by the community and aimed to stay out of the spotlight whenever possible. Original BATNA and value Bargaining and negotiation are part of everyday lives and in the case of Smith and Fischer an initial bargain agreement was established. BATNA or Best alternative to a negotiated agreement is defined as the best method that can be used to convince... ... middle of paper ... ...Fisher should have all the confidence in the world that she will have no problem winning the argument. Saving her personal image through not pressing action against the Smiths is achievable with simple negotiating. Circumstances sometimes affect the other parties actions, but not necessarily determine what the outcome will be. The Midwestern contemporary art facility should be around for years to come as all things are possible. References Anderson, P. (2013). Bargaining and BATNA. Retrieved from: www.anderson.ucla.edu/faculty/dick.rumelt/Docs/Notes/101_batna.p Harvard. (2010). Leadership & management: Negotiations. Retrieved from: http://hbswk.hbs.edu/topics/negotiations.html Starkey, B., Wilkenfield, J., & Boyer, M. (2010). International negotiation in a complex world. Lanham, Md: Rowman & Littlefield Publishers.
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The play “Permanent Collection” focuses on an African-American man who has just taken over an art museum named Sterling North. While digging through storage, he finds eight African sculpture pieces and wants to add them to the collection at the Morris Foundation on the campus of a college. The Director of Education Paul Barrow is hanging on to the words of Mr. Morris and his vision because he doesn’t want anything to change at the museum according to Mr. Morris’ will, which contributes to the title of the play “Permanent Collection.”
The Museum of Contemporary Art Detroit (MOCAD) had three different artists work on display. It was split up into three different rooms the first room was Design 99 To Much of a Good Thing and in the next room is Latoya Ruby Frazier Mother May I and in the last room was Jef Geys Woodward Avenue. The art that was on display was not traditional art work. All of the artist’s work displayed in the Museum of Contemporary Art Detroit was out of the box thinking. The flow in each exhibit made it easy to move from one piece of art work to another piece of work.
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.
...ent of art education in America. Especially because the United States is comparatively a young nation, it is crucial that we examine our practices and what influenced the development of these practices. Through the work of scholars such as Efland and Smith, it becomes increasingly clear, that the path of art education through America’s past is complex and evolving. Most importantly, it is through their research that we come to understand that the current state of art education, including its strengths and its flaws, can be traced to the events of the past that shaped it.
One pleasant afternoon, my classmates and I decided to visit the Houston Museum of Fine Arts to begin on our museum assignment in world literature class. According to Houston Museum of Fine Art’s staff, MFAH considers as one of the largest museums in the nation and it contains many variety forms of art with more than several thousand years of unique history. Also, I have never been in a museum in a very long time especially as big as MFAH, and my experience about the museum was unique and pleasant. Although I have observed many great types and forms of art in the museum, there were few that interested me the most.
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.
Negotiations and back-room dealings happen in any possible setting at any possible moment. Regardless of whether a bargain is two people negotiating a business deal, eighty people silently weighing the pros and cons of drawing attention to themselves, or one single person unconsciously deciding to give up individuality to wrest some semblance of power from the system, a choice is being made between various options.
Although The Institute of Contemporary Arts (ICA) of Boston was the only place dedicated to contemporary art for more than 50 year, it is having trouble growing into a pillar of the art industry (Reavis, 2010, pg.1). The main problem is the organization’s powerless leadership. According to Peter Northouse (2015), leaders must possess an effective influencing power in order to motivate followers (pg.47). The leaders prior to Jill Medvedow failed to get the local community fondly interested in contemporary art or an environment that showcases it. Therefore, there are no investors, donors, or patrons breaking down the door to fund or see the exhibits presented in the old
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
The Best Alternative To a Negotiated Agreement (BATNA) is a negotiation theory that refers to a course of action one plans to partake in the occurrence of breakdown of a negotiation process or a solution to a negotiation process if not reached. The concept first coined into being by Ury and Rogeris perceived to be the key to successful negotiators (Fisher, 1991). Importance on BATNA is based on the facilitation of options to a negotiation. They are thus deemed to be the edge one gains thus diminishing considerably the risk of accepting unfavourable terms in an agreement. It also creates a platform to influence one from leaving favourable terms which would otherwise have been sacrificed due to underlying factors. In practise, an offer better than the BANTA leads to one drawing up an agreement, whereas as if it is less promising, then you have the option of either restarting negotiations or withdrawing from them.
Negotiations always occur between parties who believe that some benefit may come of purposeful discussion. The parties to a negotiation usually share an intention to reach an agreement. This is the touchstone to which any thinking of negotiations must refer. While there may be some reason to view negotiations as attempts by each party to get the better of the other, this particular type of adversarial negotiation is really just one of the options available. Among the beginning principles of a negotiation must be an acknowledgment that the parties to a negotiation have both individual and group interests that are partially shared and partially in conflict, though the parameters and proportions of these agreements and disagreements will never be thoroughly known; this acknowledgment identifies both the reason and the essential subject matter for reflection on a wide range of issues relevant to a negotiation. (Gregory Tropea, November 1996)