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Negotiation skills essays
Negotiation skills essays
Negotiation skills assessment
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As I first entered the class of Negotiation: Theory and Practice, I realized that this class would be something that I would remember. The course has initiated my mind to multilevel thinking while negotiating. When reading the book “Getting More” by Diamond (2010), I really could relate with many of his examples of negotiating. Engaging with the literature and having classroom experiences sparked my interest in the subject of negotiation. The one example with the apartment building and the mouse problem is relatable since I am dealing with the situation with my apartment complex. I look back at the methods I have tried to get the mouse problem solved but none have been successful for over two months. Using the method of painting a clear picture to the other party created a picture in the other person’s mind. The method actually worked by gathering information and educating my apartment complex on diseases carried by mice. People negotiate everyday regarding things in different situations. Contrary to the classroom literature, Diamond (2010) suggest not to relationships, interest, win-win outcomes just because a person thinks it’s an effective tool. His teaching and literature focuses on reaching and meeting your goals in negotiations. Reviewing the twelve major strategies it did give a different perspective on how I viewed negotiations. The model explained how to get the best out of your goals and objectives. Kolb and Williams (2001) suggest that negotiation is a science created to allow all winners an approach of deal making. Relationships Diamond (2010) also critiques relationship between two parties and putting yourself in the other person’s shoes. By doing this it lets you feel what the other person may feel before... ... middle of paper ... ...s important of help get a feel of the appropriate gestures to use in negotiations. Diamond not only provides insight into some of his student’s greatest triumphs, but does in a humble, human, and relatable way that shows remarkable self reflections and understanding of negotiations. Works Cited Fisher, R., Ury, W., & Patton, P. (2011). Getting to yes Negotiation agreement without giving in 3rd. New York: Penguin Books. Dawson, R. (2007). Secrets of Power Negotiating. Negotiation: Readings, Exercises, and Cases. 5. In Lewicki, R. et. al. New York: McGraw-Hill, Irwin. 98-108. Diamond, R. (2010). Getting More: How You Can Negotiate to Succeed in Work and Life. New York: Crown Business. Kolb, D. & Williams, J. (2007). Breakthrough Bargaining. Negotiation: Readings, Exercises, and Cases. 5, In Lewicki, R. et. al. New York: McGraw-Hill, Irwin. 206-214.
Michael R. Carrell, C. H. (2008). Negotiating Essentials: Theory, Skills, and Practices. New Jersey: Pearson.
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
Spangler, B. (2003). Distributive bargaining: Beyond Intractability. Guy Burgess & Heidi Burgess (eds.). Conflict Research Consortium, University of Colorado, Boulder. Retrieved November 16, 2010, from http://www.beyondintractability.org/essay/distributive_bargaining.
Negotiation is referred to as a manner of resolving conflict between opposing parties in order to find an outcome that benefits each side. “In a win/win negotiation, strategies are used to facilitate a lasting agreement that satisfies the needs of both parties.”(Nierenberg, 1983) Negotiations are a constant occurrence on a daily basis. Many times we do not even realize that we are in the middle of a negotiation. Yet, just mentioning the word “negotiation” will send some people into a tailspin. Being in the middle of a negotiation that involves big purchases such as vehicles or real estate can be very frightening and stressful. They envision the stress of trying to broker a deal with a car salesman who has been trained to negotiate the best deal that will benefit the car dealership rather than the customer. But actually, 99.9 percent of the time negotiations are merely collaborating with someone in order to come up with an outcome that is beneficial to everyone involved.
Negotiation by Harvard Business Essentials describes negotiations as having two primary types, distributive, and integrative (Harvard Business Essentials, 2003, p. 2). In distributive negotiation parties contend over a fixed amount of value; when one takes more, the other takes less. In integrative negotiation both parties are trying to find a maximum value between each other with the goal of creating maximum benefit for both parties. Through the paperclip trade up I have learned that many negotiations are a blend of distribution and integration. While I look to maximize my benefit, I also need to maintain and create a relationship with the other party.
Lewicki, R., Saunders, D.M., Barry B., (2010) Negotiation: Readings, Exercises, and Cases. 6th Ed. McGraw-Hill Irwin. New York, NY
Before taking this module of Managing the negotiation process, I perceived my strengths and weaknesses solely based on my personality. Thanks to a variety of supporting materials such as the lectures, textbook, class discussion, role-play exercises and group work assignment, this course has offered me an opportunity to look at myself more comprehensively. It also helps reveal my style as a negotiator. My strengths and weaknesses are now becoming clearer to me so that I know how to make use of the strengths and reduce the impacts of the weaknesses. I also explore some new strengths and weaknesses that I have never known before.
Spangler, Brad. "Integrative or Interest-Based Bargaining." Beyond Intractability. Eds. Guy Burgess and Heidi Burgess. Conflict Information Consortium, University of Colorado, Boulder. Posted: June 2003 .
McCarthy, A. (n.d.). 10 rules of negotiation. Negotiation Skills. Retrieved March 31, 2014, from http://www.negotiation-skills.org
Lewicki, R.J., Saunders, D.M., Barry B. (2011). Essentials of Negotiation. New York, NY: McGraw Hills Inc.
According to Lewicki et al. (2002) four major processes are central to achieving a successful collaborative negotiation. Similarly, Roger Fisher of the Harvard Negotiation Project, developed a seven-element framework for understanding and analyzing negotiation which is particularly oriented to collaborative negotiation. This seven-element framework are interests, legitimacy, relationship, alternatives, options, commitments, and communication. Due to considerable overlaps in the two frameworks mentioned above, this essay will synthesize both frameworks to evaluate key elements of a successful collaborative negotiation.
Fisher and Ury explain that a good agreement is one which is wise and efficient, and which improves the parties' relationship. Wise agreements satisfy the parties' interests and are fair and lasting. The authors' goal is to develop a method for reaching good agreements. Negotiations often take the form of positional bargaining. In positional bargaining each part opens with their position on an issue. The parties then bargain from their separate opening positions to agree on one position. Haggling over a price is a typical example of positional bargaining. Fisher and Ury argue that positional bargaining does not tend to produce good agreements. It is an inefficient means of reaching agreements, and the agreements tend to neglect the parties' interests. It encourages stubbornness and so tends to harm the parties' relationship. Principled negotiation provides a better way of reaching good agreements. Fisher and Ury develop four principles of negotiation. Their process of principled negotiation can be used effectively on almost any type of dispute. Their four principles are 1) separate the people from the problem; 2) focus on interests rather than positions; 3) generate a variety of options before settling on an agreement; and 4) insist that the agreement be based on objective criteria. [p. 11]
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)
Lewicki, R. J., Barry, B., & Saunders, D. M. (2007). Essentials of Negotiation. New York: McGraw-Hill/ Irwin.
Lewicki, R. J., Saunders, D. M., & Barry, B. (2011). Essential of negotiation (5th ed.). New York, NY: McGraw-Hill Education.