...Negotiation techniques- types of negotiations Distributive negotiations are negotiations that usually take place between people or companies that have not done business before and it is usually a one-time deal and one person is going to get a better deal than the other. This kind of negotiation could include selling a car or a house or buying something and bargaining the prize down. In this type of negotiations each person has their own interest at heart and tries to get the best deal possible and is not thinking about the other person and since this is a one-time deal with a stranger the way the other person sees him does not really matter. When you enter into a distributive negotiation it is important to try to make the other person make the first offer and then you can counter offer, also not to give out any information that could help the other person get leverage over you and therefor get the better deal. Integrative negotiations are negotiations that take place between one or more individuals and/or company’s. It usually involves dealing with many issues instead of just one like in distributive negotiations. In these kinds of negotiations everyone is going to benefit from the deal and the people involved try to find a solution that will be good for everyone, of course one can have more strength and therefor walk away with the better end of the deal but the purpose of this negotiation is to find mutual grounds that they all can agree on. These kinds of negotiations could...
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...Cherie Jacobs Negotiations Planning Activity (E8) Team Project-Negotiating a local/regional topic 10/25/14 NEEDS AND PRIORITIES 1. Identify the members of your team: Cherie’ and Shauna Identify the members of the party you will be negotiating with: Ryan and Andrew 1. Discuss the major reason (ISSUE) you are negotiating. Initiative measure number 594 concerns revolutionizing existing criminal and public safety background checks by licensed dealers to encompass all firearm sales and transfers by incorporating gun show, private sales, and online sales. With this measure to be voted on the ballot on November 4, 2014, there are some exemptions permitted for family, police (local and federal), military, and those in imminent danger. (Voters' Pamphlet) Cherie and I have put together this planning guide to give us the opportunity to think about the upcoming negotiation we have with Andrew and Ryan regarding the measure 594 and our thoughts. This measure is a topic that is relevant to the regional area as the vote is only a few weeks away. Background checks for gun transfers is being discussed in many forums, around many dinner tables, and the supporters of both sides of the measures are bombarding the voters with commercials, mailings, and phone calls to ensure knowledge of the measure and to sway the voters to their side. Cherie and I are mindful that the better the planning, the better the probabilities of a successful negotiation and thus are taking advantage...
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...3.2 NEGOTIATION STYLES AND STRATEGIES 3.2.1 Distributive Strategy – Distributive bargaining, also known as positional bargaining, or negotiation win-lose, is a type or style of negotiation in which parties compete for the distribution of a fixed amount of value. Distributive bargaining is more competitive. The goal in distributive bargaining is not to assure both sides win, but rather that one side wins as much as it can, which generally means that the other side will lose, or at least get less than it had wanted. The strategy is not suited for the negotiation since Zenur will have some points to consider at the negotiation. And with this approach Levon may end up losing the deal. (International Online Training Program On Intractable Conflict, 1998) 3.2.2 Integrative Strategy - Integrative strategy tends to be more cooperative. It is also known as “Win/Win" or the collaboration style, firstly put forward by Nierenberg(1968)with the philosophy that all the parties should gain benefit from the negotiation process, as this produces more successful outcomes than the adversial ‘winner takes all’ approach. . It is about making sure both parties have their needs or goals met, while creating as much mutual value as time and resources allow.URYet al.(1991) further developed a concept of a win-win approach as principled negotiation ,where the goal is to reach a lasting agreement ,rather than the win –lose traditional scenario ,the steps in the process comprises of : the creating...
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...Negotiation Checklist A systematic way to ensure you are well-prepared before your next negotiation. Instructions for use: If using this checklist online, replace the checkbox with an X. A. About You □ 1. What is your overall goal? □ 2. What are the issues? □ 3. How important is each issue to you? □ (a) List all of the issues of importance from step 2. □ (b) Rank order all of the issues. □ (c) Assign points to all the issues (assign weighted values based on a total of 100 points). □ (d) List the range of possible settlements for each issue. Your assessments of realistic, low, and high expectations should be grounded in industry norms and your best-case expectations. □ (e) Assign points to the possible outcomes that you identified for each issue. □ (f) Double-check the accuracy of your scoring system. □ (g) Use the scoring system to evaluate any offer that is on the table. □ 4. What is your “best alternative to negotiated agreement” (BATNA)? □ 5. What is your resistance point (e.g., the worst agreement you are willing to accept before ending negotiations)? If your BATNA is vague, consider identifying the minimum terms you can possibly accept and beyond which you must recess to gather more information. B. About the Other Side □ 1. How important is each issue to them (plus any new issues they added)? □ 2. What is their best alternative to negotiated agreement? □ 3. What is their resistance point? □ 4. Based on questions B.1, B.2, and B.3, what is...
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...Negotiations BUS 319 Principles of Federal Acquisition Willie Bossie August 26, 2012 Win-win, the need and goals of both parties are met, so they both walk away with a positive feeling and willingness to negotiate with each other again (Stark & Flaherty, 2004). While trying to negotiate a win-win outcome to manufacture uniforms for all Federal Conservation Land employees you have to methods that you consider what will be best to have a win-win discussion in negotiations. Avoid narrowing the negotiation to one issue. This is my first priority of choice. Focusing on just one issue sets the scene for a win-lose outcome. The most common example is arguing over the price of a product or service (Stark & Flaherty, 2004). We you have multiply issues to discuss you are able to see the whole picture when trying to win the bid to manufacture the uniforms. Talk about quality, delivery, any discounts if being offered if ordering over a certain amount of if payment is paid early. We all know price is always one of the negotiating factors, but other issues are important as well. Second priority is, do not assume you know what your counterpart’s needs. It’s common for negotiators to think they know what their counterpart wants. But each person in a negotiation has two kinds of needs: 1) implicit needs, which involve the negotiator personally, and 2) explicit...
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...NEGOTIATION S P E C I A L R E P O R T Program on Negotiation at Harvard Law School Helping you build successful agreements and partnerships Business Negotiation Skills 5 Common Business Negotiation Mistakes In this Special Report, the experts and editors from Harvard’s Program on Negotiation offer advice from past issues of the Negotiation newsletter to help you avoid common pitfalls and build better relationships and agreements with your colleagues, clients, and those closest to you. You will learn to: ■ Identify opportunities to expand the pie of resources. ■ Take steps to ensure you don’t overvalue your assets. ■ Guard against a backlash from less powerful parties. ■ Gain a keener understanding of what you really want. ■ Avoid being hurt by overcommitment to a deal. www.pon.harvard.edu $25 (US) Program on Negotiation at Harvard Law School Negotiation Editorial Board Board members are leading negotiation faculty, researchers, and consultants affiliated with the Program on Negotiation at Harvard Law School. Max H. Bazerman Harvard Business School Iris Bohnet Kennedy School of Government, Harvard University Robert C. Bordone Harvard Law School John S. Hammond John S. Hammond & Associates Deborah M. Kolb Simmons School of Management David Lax Lax Sebenius, LLC Robert Mnookin Harvard Law School Bruce Patton Vantage Partners, LLC Jeswald Salacuse The Fletcher School of Law and Diplomacy, Tufts University James Sebenius Harvard Business School Guhan Subramanian Harvard Law...
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...Negotiation Closing Deals, Settling Disputes, and Making Team Decisions David S. Hames University of Nevada, Las Vegas @>SAGE Los Angeles | London | New Delhi Singapore | Washington DC • •-*» •• • i ' w ' t * • * 5s" i- . •> - • • y . » " •• is • Acknowledgments Preface PART I: THE FUNDAMENTALS 1 The Nature of Negotiation: What It Is and Why It Matters Intended Benefits of This Chapter The Essence of Negotiation What Is Negotiation? 5 6 6 When Do People Negotiate? Technology 6 4 3 xvii xix 1 3 Why Has Negotiation Become a More Important Skill? The Workplace 7 8 9 10 11 How People Negotiate: The Dual Concerns Model The Pros and Cons of Negotiating The Shadow Negotiation 10 What Does a Negotiation Look Like? Conclusion and Implications for Practice READING 1.1 - ONLINE DISPUTE RESOLUTION: DO YOU KNOW WHERE YOUR CHILDREN ARE?, 8Y DAVID A . LARSON 1 3 19 READING 1.2 - BALANCING ACT: HOW TO MANAGE NEGOTIATION TENSIONS, BY SUSAN HACKLEY Preparation: Building the Foundation for Negotiating Intended Benefits of This Chapter The Essence of Preparation 23 23 23 The Preparation Process, or How to Make I t All Happen Strategic Planning: Establishing the Framework Defining the Situation Setting Goals 29 30 25 25 25 Determining Your Strategy Strategy Implementation: Operationalizing the Plan 30 The Component Parts of the Situation 30 Best Alternative to a Negotiated Agreement (BATNA) Reservation Prices or...
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...1.0 introduction The Thomas Kilmann Model is simple tool that provides practice scenario of particular methodologies to managing conflict viably. The exploration upheld TKI offers a commonsense approach to launch safe and nonemotional discourse to resolve conflict. That is the reason its perfect for utilization in such a variety of diverse situations. It can additionally enhance organizational profit by helping individuals pick up knowledge into their own particular and others' conduct which thus helps them settle on better decisions about conclusions. The TKI is directed in simple to-utilize online and self-scorable configurations. Conflict is an inescapable part of human relationships. Where responsibility to mission and extended periods with negligible assets converge, not-for-profit work environments might be overflowing with conflict trades. Conflict can go out from administering varying viewpoints and clearly inconsistent concerns. Assuming that we can acknowledge it as a regular part of our zealous scene, it might be simpler to work with than in the event that we need (or wish!) conflict to never resurface. 2.0 Introduction of Thomas Kilmann Models. The Thomas-Kilmann Conflict Mode Instrument is intended to evaluate an individual conduct and behavior in certain scenarios. "Conflict Situations" are the scenarios in which the concerns of two individuals seem, by all accounts, to be incongruent. Conflict is a social culture...
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...Personal Negotiations MGT/445 November 14, 2011 Thelma Clark Personal Negotiations In life, whether it is personal or business, one will negotiate terms of sorts and it will likely be often. When a person goes to buy a new car, purchase a home of their own, or have a garage sale, negotiations take place. In business, one can negotiate a salary, work schedule, or position within the company. Businesses will often negotiate with other businesses in order to expand, purchase, or sell goods and services. When specifically thinking about personal negotiations that I have participated in, a few come to mind. As a child and young adult, board games were a common part of weekly routines. This past May, I purchased a new car and presently, my husband and I are negotiating to purchase a home. According to Coltri, negotiation is “the process in which disputants seek to resolve an interpersonal conflict through dialogue or another form of communication. In negotiation, the disputants themselves decide mutually whether, and on what terms the conflict should be resolved” (p 602, 2004). The dispute that two parties need to resolve can be the price of a car, the features that are included in the price, the condition that the home to be purchased is in, or the amount of goods that are included in a deal. A strong example of negotiation would be during a brutal game of Monopoly between family members. After properties are owned and hotels are built, opposing members...
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...the role of Winemaster, an online vendor of mid-range European and Californian wines, who was interested in a potential sale of our company to Homebase, an internet based food distribution company. The reason for this potential sale is “direct shipment” law which makes other wine vendors to make sales in Rhode Island. Winemaster had three other option for selling our company other than Homebase. It had been assumed that many of the preliminary negotiations had already been completed regarding a competitive salary, benefits, etc. Our job was to reach a negotiation with WineMaster on the following four components: 1) Stock, 2) Vesting period, 3) Board seat, 4) Pending lawsuit liability. First off, our team 3A discussed what should be our strategy to make our selling successful, a price above what was otherwise available to us from other potential companies. In other words, we had decide what our BATNA was and it was $6 million. If we could keep the selling price above this, we felt we were successful in our negotiation. We created a table that allowed us to evaluate with various scenarios. For example considering a stock price at $50 per share, how much share should be bought at pro rata? What will be the value of a Board Seat? Who will take care of the law suit against Winemaster? In all of our scenarios, there was a high possibility we would hit a price above $6 Million. We took this information as a good sign. When we began our actual negotiation with the Homebase, both teams...
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...The Negotiation Checklist is a list that helps to prepare you for negotiation. The list consists of four parts: you (the negotiator), the other party (them), the situation or environment, and the relationship between the parties. According to Tripp, “The well prepared negotiator knows the playing field and the players, is seldom surprised, and can promptly capitalize on opportunities.” In the first part of the negotiation checklist, self-assessment is necessary in order to determine what you want out of the negotiation process. You must determine the goals that you have in this negotiation, so you can determine what you want out of the deal or process. After the goals are set, each issue must be determined then be assessed as to whether or not they are important or not in the negotiation. Then you must determine your BATNA or Best Alternative to a Negotiated Agreement. If you have multiple alternatives, you are able to demand more in negotiations. Lastly, you must determine what your resistance point is, and when you can walk away or choose your BATNA. The second part of a negotiation checklist is the other party in which you are negotiating with. The other party must determine any issues that they have as well as address the issues that you bring to the table. Even though you have alternatives, the party that you are negotiating might have other alternatives as well. You must determine what the other party’s resistance point is and also set your resistance point...
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...critical supplier relationships. These practices represent a reasonably comprehensive (though certainly not exhaustive) approach to maximizing value in important supplier relationships. While not a recipe for guaranteed success, these practices comprise a roadmap for systematically negotiating and managing key supplier relationships more effectively. Today’s sourcing and procurement professionals face a multitude of negotiation challenges: from internal negotiations with business units around sourcing strategies; to negotiating agreements with single and sole source suppliers; to ongoing negotiations over individual statements of work, change orders, issues of scope, and the like. This excerpt describes the four best practices related to negotiation and offers some practical ideals about how to implement them. About the study The study was based on data collected from sourcing and supply chain executives at more than 100 companies about relationship management practices with their key suppliers, across six fundamental areas: Evaluation and Selection Negotiation Post-Deal Relationship Management Termination Performance Monitoring Portfolio Governance and Management One hundred fifteen survey respondents were asked to answer scaled questions on specific practices, as well as open-ended questions about their company’s overall approach to supplier relationship management. The bulk of the study details specific findings about each practice, including a...
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...PROGRAM ON NEGOTIATION AT HARVARD LAW SCHOOL AN INTER-UNIVERSITY CONSORTIUM TO IMPROVE THE THEORY AND PRACTICE OF CONFLICT RESOLUTION PARKER – GIBSON TEACHER’S PACKAGE Review Copy Do Not Reproduce P ROGRAM O N N EGOTIATION AT H ARVARD L AW S CHOOL AN INTER-UNIVERSITY CONSORTIUM TO IMPROVE THE THEORY AND PRACTICE OF CONFLICT RESOLUTION PARKER-GIBSON Teaching Notes Parker-Gibson is a two-party, single-issue negotiation for the purchase of a vacant lot. It is a refinement of an earlier simulation, Appleton-Baker. Overview The Parkers and Gibsons are neighbors. A vacant parcel of land, now owned by the Parkers, sits between their two house lots. The vacant parcel is smaller than the minimum required by zoning for a building lot, but potentially has value to abutters for "accessory uses" or simply as a buffer. The Parkers bought the land 15 years ago for $20,000 thinking that they might build a tennis court on it, but never went ahead with this project. The Parkers recently sold their house, but the purchasers are not very interested in buying the extra land. As a result, the Parkers have approached the Gibsons to see if they would like to acquire the parcel. As it happens, there is a large bargaining range in this case. The Parkers are moving out of state and will reluctantly sell the land for $15,000 to the purchaser of their home if the Gibsons aren't interested in buying the lot. Unbeknownst to the sellers, the Gibsons are very interested in purchasing the land...
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...CONTRACT AND PROCUREMENT MANAGEMENT Generally, negotiation takes place when two or more parties come together in order to have a mutually agreeable contractual decision against the competing interest. Each and every individual have to take part into negotiation in his/her life whether it is personal or organizational. The need of negotiation is based on different purposes. A person may have to negotiate in businesses for different reasons that may be increase in salary, work schedule or promotion or position in the company, expansion of business, purchase or sale of goods or services etc. On the other hand, one can also have to enter into negotiation either to purchase land, home, computers, cars or other appliances, for personal use respectively. To my personal experience, one of the most remarkable negotiations had taken place in my life when I with my wife have to negotiate while purchasing the land, in India for the running the jungle resort. For this, we contacted the brokers and real states and they showed us different properties. So, we visited different places but doesn’t interested us as per the location and the size of land etc. Finally, we came across with the property that was situated in village district area, from where we can view the panoramic view of nature and also has the good sight-seeing of wild animals. The location was best and was perfect from the view point of tourist. So, we both liked the location very much and decided to meet with Mr. Raju Gupta, the...
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...Running head: EMPLOYMENT CONFLICT MANAGEMENT TECHNIQUE(S) Employment Conflict Management Technique(s) Ayada Ingram University of Phoenix Employment Conflict Management FastServe Inc is a 25 million dollar business of well-known sports attire just opened two online advertising sites which mainly focus on kids that love sports. It has 350 workers; FastServe operated 10% of its personnel to the online allocation development. There were certain mannequins that were used which involved the consideration of the proposed viewers but there was one issue with the graphics. It was too hard to get and the prices didn’t cover the functioning expenses of the new process. The upper level supervisors implemented all concepts and without a raise in income they determined to not use this plan. So then they decided on lowering the labor force. This would entail conducting layoffs for three out of five workers. Of the five, two will be kept in the business. This business has to implement the Alternative Dispute Resolution (ADR) technique to determine conflicts, establish a well developed organized layoff process and moderate the risks to lower the likelihood of any issues that may bring about an employment lawsuit. The metrics for the layoffs include new job descriptions, abilities, responsibility, skills, and efficiency. Potential Conflict Identifications FastServe is a sport attire company and the main client base is the young generation. To raise income they used 3-D drape-n-see...
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