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Strengths and weaknesses of cross cultural negotiation
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A negotiation fallacy happens when in a dispute one or more parts use deliberate or unconscious arguments that can lead to a false assumption. These arguments can relate to lies and omission of important data that would help achieve a fairer decision. Attacking someone and not the argument cause distraction to what really matters or using any other fallacies argument that will derive the attention from the focus point of a negotiation. Understanding negotiation fallacies is important to recognize when someone is trying to manipulate the outcome of a negotiation.
• Purchasing Case Professor Frits mention in class that car sellers use manipulative argument to not give a bigger discount blaming the management while pretending to be supportive
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We did not have specific role in the group and waited for other teams to reach us and offer trade. Because the group did not have a plan and was not organized when the exercise started, the class became chaotic and everybody was talking at the same time. We lost focus of our goal.
6. Disputes versus deal-making
It is challenging to have good control in a negotiation and avoid being trapped in disputes scenario, as pointless accusations are only a waste of time. Again, it requires good preparation and vision, focusing on interests and knowing when to use power and rights to achieve a deal agreement.
• Dispute Case (Sandy – Carpentry Contractor) As the contractor, we upgraded the material used for the cabinetry and moldings with the secretary authorization. We knew we made a mistake, although we had good intention, that was not enough. We started preparing for the meeting with PAT by analyzing the financial, business, and legal status and made a list of issues that we needed to discuss in ordered relatively to the level of importance to us. We also listed from each issue what were the best, medium, and worst outcome of resolution. The group tried to be prepared and anticipate PAT reaction and reasons to not reach an agreement with our
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Past experiences can make us jump into heuristic judgments. Advertisement can lead to good childhood memories to convince us that a certain product or service is attractive
9. Culture and Negotiation
In negotiation it is important to understand the impact of culture in the outcome of a dispute. Cultures influence our mental models of how things work, behavior, and cause-and-effect relationship (Leigh L. Thompson, 2012). When we negotiate, it is important to understand the culture values relating to motivation, influence, and information. Studying and being cognitive to others´ culture will facilitate negotiation process by communicating effectively and understanding the position of the opposite side.
• Cross-culture case (Locals) In the cross-culture case exercise, it was interesting to watch the outsider’s behavior and attempt to communicate. The outsiders had an individualist behavior trying to gather information alone. They also had a clear hierarchy as they were always taking the information back to their leader. The outsiders did not pay attention to the local’s behavior as they only focused in what the locals were saying and that led to many
Lewicki, J. R., Barry, B., & Saunders, M. D. (2010). Negotiation: Readings, exercises and cases
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.
The reluctance to teach the distributive bargaining tactic may be due to the fact that most teachings on negotiation skills are centered around the notion of all parties coming out of a deal with something they want. Negotiations are supposed to begin in a positive way in which the negotiators consider the needs and wants of the others involved and their...
Brubaker B. and Asher M., (2007). A Power Play for Juwan Howard. Lewicki-Barry-Saunders: Negotiation: Readings, Exercises, and Cases, Fifth Edition. The McGraw-Hill Companies, 2007
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.
Lewicki, J. R., Barry, B., & Saunders, M. D. (2006). Negotiation: Readings, Exercises and Cases (5th ed.). New York: McGraw Hill.
Negotiation, as we’ve learned, is the process of communicating where parties can discuss problems and/or targets and attempt to solve them via dialogue in order to reach a resolution. While many individuals feel successful negotiations are due to a natural skill, the truth behind reaching a prime agreement is preparation. You need to know the issue, know yourself, and know your party. This type of preparation also includes knowing your needs and limits, understanding what the other party wants and anticipating their limits, asking the right questions, and being creative in your counteroffers.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2010). Negotiation: Readings, exercises, and cases. New York: McGraw-Hill Irwin
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.
McCarthy, A. (n.d.). 10 rules of negotiation. Negotiation Skills. Retrieved March 31, 2014, from http://www.negotiation-skills.org
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.
Negotiation and decision-making offers you a powerful new perspective, a specialized language and a set of tools that you can use to address the most stubborn problems in your everyday life and work. Negotiation and decision-making is a way of understanding reality that emphasizes the relationships among a system's parts, rather than the parts themselves. This is based on a field of study known as system dynamics. Negotiation and decision-making has been defined as an approach to problem solving, by viewing problems as part of an overall system, rather than reacting to specific parts, outcomes or events and potentially contributing to further development of unintended consequences. The rationale behind negotiation and decision-making is critical to an organizational survival. Why is Negotiation and decision-making critical? It can assist you in designing smart and enduring solutions to problems. In its simplest sense, negotiation and decision-making gives you a more accurate picture of reality, so that you can work with a system's natural forces in order to achieve the results you desire. It also encourages you to think about problems and solutions with an eye toward the long view. For example, how might a particular solution you're considering play out over the long run? What unintended consequences might it have? Negotiation and decision-making is founded on some basic universal principles that you will begin to detect in all areas of life once you learn to recognize your emergent issues.
Learning is the most essential part of communication it shows that you can process multiple ideas at once and not judge but seek to understand where another person’s ideas are coming from as well. People have their own reasons and narratives that shape what they believe to be their goods and why they protect these goods. Each person’s goods are representative of their culture. Culture is a collection of ones history learned styles, patterns, and perceptions that continu...
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.