...Learning Journal Best Books CE The Best Books exercise was consist of two parts. Students formed group of two for this exercise. First portion was to conduct negotiation and the second portion was to calculate points for comparing. We were given two different role information, one for Paige Turner’s Agent and one for Bestbooks. The negotiation between the Agent and Bestbooks was hinged on the 8 points. They included royalties, contract bonus, number of print runs for the book, numer of weeks that Paige has to promote the book, number of books, advance, number of countries where the book will be sold, and the number of bookclubs that will adopt the book. After the negotiation, we calculated points according to the “Confidential Success Table” that was provided. For this exercise, I was Paige Turner’s agent. As we started negotiating, both of us didn’t know where to start. Therefore, we simply decided to negotiate in sequence from royalties to number of bookclubs that will adapt the book. However, we soon realized that it was not going to work that way. Naturally, we started offering deals on several points without telling each other what we were after. I think we both were trying to figure out what each other was focusing on. During this process, we also figured out that we had some common interest on several points. It took us about 25 minutes to complete our negotiation. When we were done with our negotiation, we signed each other’s paper and calculated...
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...Negotiations Getting to Yes is about improving your negotiation skills. First, it goes through the disadvantages of the classic positional negotiating tactic that involves taking a stance and slowly reaching an agreement after each party makes multiple concessions often ending with less than anyone wants and a poor relationship between parties. After that, it discusses principled negotiation which, in short, is focused on separating the people from the problem, focusing on the interests of the parties and not their positions, inventing multiple options that look for mutual gains through brainstorming activities, and basing the end result on objective standards. This is the bulk of the book and there are many examples ranging from insurance adjusters to Middle Eastern treaties. After the in depth explanation of principled negotiation, the last part of the book describes many situations where the other party is using tricky tactics, won’t cooperate, or have a much better bargaining position than you. There are methods discussed to try to lead the negotiation in the direction you want, creating a BATNA, or diffusing the tricky method by calling it out. Overall, this book did not guarantee that this method will win every negotiation, but it will allow you a much greater chance to efficiently go through a negotiation and end up with more than you would have gotten not using this method. After reading this book, I have noticed that for the most part I understood and easily accepted...
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...Basics: Boost Your Power at the Bargaining Table www.pon.harvard.edu Negotiation Management Report #10 $50 (US) 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 K ennedy 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 T he Fletcher School of Law and Diplomacy, Tufts University James Sebenius Harvard Business School Guhan Subramanian Harvard Law School and Harvard Business School Lawrence Susskind Massachusetts Institute of Technology About Negotiation The articles in this Special Report were previously published in Negotiation, a monthly newsletter for leaders and business professionals in every field. Negotiation is published by the Program on Negotiation at Harvard Law School, an interdisciplinary consortium that works to connect rigorous research and scholarship on negotiation and dispute resolution with a deep understanding of practice. For more information about the Program on Negotiation, our Executive Training programs, and the Negotiation newsletter, please visit www.pon.harvard.edu. To order additional copies...
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...influential and valuable classic books to have on your shelf. Its importance to the negotiation theory and practice is appreciated by millions of people who, by reading and analyzing this book, hope to become more efficient negotiators. I considered myself to be a part of the group that wants to, as William Ury said, take the walk from “no” to “yes”. In the proceeding paragraphs I will present my analysis of Getting to Yes and how I absorbed the essential ideas and skills used for effective negotiation. Early in the book, the readers are introduced to some concepts and mistakes that are commonly practiced by inexperienced and ineffective negotiators. These poor negotiators promote positional bargaining. The main idea that can be extracted is that we should strongly avoid bargaining over a position, whether it is over family, contracts or even peace treaties amongst nations. Positional bargaining is directly correlated to the fact that negotiations fail, because negotiators assume either too hard or too soft positions. The authors in this book explain to us that a good agreement is a wise agreement, one that is efficient, one that improves the relationship between the negotiators, ultimately producing a win-win agreement. A negotiator must take a position that is neither hard nor soft; but instead, should take an alternative approach. This is the type of agreement that we are all trying to reach and is also known as principled negotiation. Principled negotiation is widely practiced and...
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...13/06/2011 Four Rules for Effective Negotiations … Harvard Business Publishing | For Educators | For Corporate Buyers | Visit Harvard Business School FOLLOW HBR: Register today and save 20%* off your first order! Details Subscribe Sign in / Register My Account Anthony Tjan On: Entrepreneurship, Strategy, Managing yourself Anthony Tjan Anthony Tjan is CEO, Managing Partner and Founder of the venture capital firm Cue Ball. An entrepreneur, investor, and senior advisor, Tjan has become a recognized business builder. Four Rules for Effective Negotiations 8:30 AM Tuesday July 28, 2009 | Comments (19) I've been involved in many negotiations in my career. They've all been different in some ways, and alike in others. But through them all, I've identified four "golden rules" to be the most helpful towards productive negotiation outcomes. The rules parallel different stages of a negotiation: 1. The background homework: Before any negotiation begins, understand the interests and positions of the other side relative to your own interests and positions. Put these points down and spend time in advance seeing things from the other side. 2. During the process: Don't negotiate against yourself. This is especially true if you don't fully know the position of the other side. Much is learned about what the other side really wants during the actual negotiation process. Stay firm on your initial set of positions and explain your rationale but don't give in too early...
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...– “Culture and Negotiating Styles: Ten factors in Deal Making” from the book – Negotiations: Readings, Exercises and Cases (Lewincki, R, 2009, Page 344). 1. Negotiating Goal: The Goal of negotiating deal for Indians is to achieve maximum profit close to or beyond their target point through multiple rounds of Bargaining. The Indian lifestyle teaches bargaining techniques as they bargain in every day activities with different businesses ranging from local vegetable vendors to well built shopping outlets. In contrast, Americans are known to buy things at fixed price and rarely involve in bargaining in every day activities. Indians are hard working and good with research for data collection. They come well prepared for the negotiating deals and push the opponent till their target point. When dealing with US or European clients, the Indians tend to be extra careful as the dollar-to-rupee or euro-to-rupee value is too high and any small increase in dollar or euro would greatly increase the rupee revenues. Thus the chances for quickly making-or-breaking a deal is higher with Indian clients. In addition, Indian managers are also subjected to budgetary restrictions and have low-power in decision making to exceed the range of pre-determined costs. Since bargaining is Indians’ strength, they may come with well prepared bargaining mix consisting of ranges of items to be discussed allowing for trade-offs. These bargaining deals are expected to discuss about the calculated concession...
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...RMIT International University Vietnam Bachelor of Commerce Program ASSIGNMENT COVER PAGE Your assessment will not be accepted unless all fields below are completed |Subject Code: |BUSM3311 | |Subject Name: |INTERNATIONAL MANAGEMENT | |Location where you study: |RMIT Vietnam – City Campus | |Title of Assignment: |Literature Review | |File(s) Submitted |BUSM3311_G2_s3245939_LiteratureReview_Negotiation.docx | |Student name: |Nguyen Van Thanh | |Student Number: |S3245939 | |Student Email Address: |s3245939@rmit.edu.vn | |Learning Facilitator in charge: |PETER TRAN | |Assignment due date: |16/5/2011 ...
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...Discuss the Negotiation Contexts with respect to the MLBPA and MLB. Provide specific evidence from the case and support with concepts from the section 3 of the book. In understanding the contextual issues in regard to negotiations between Major League Baseball Players Association and Major League Baseball one would have to go back to a relationship that began over a hundred years ago. The contextual manner that Baseball negotiations present stems from a history of culture that has affected all of America. Baseball negotiations are unique in that the relationships between owners and players are that of friends. Since there is a relationship in many cases between owners and players this may or may be advantageous. When Negotiating with friends we tend to pay more attention to their behaviors and monitor their words and actions for standards of trust and fairness. In this context there is alot more pressure on both parties. Another issue at hand is that in the MLB relationships are very long lasting spanning ten to twenty years at minimum. This creates that much more pressure on both sides as they are bargaining on their relationship as well. There are many contexts in sports that do not exist in other business negotiations. The relationships of athletes to their managers and owners must be preserved no matter how negotiations turn out. There are several key contextual issues that may affect negotiations between the MLBPA and the MLB. These are the history of the relationship...
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...“Getting To Yes” is an excellent book that is very easy to read. Every chapter has some excellent points that can always help negotiate an agreement without giving in completely. I am a manager of a directional drilling company in Midland. I have 39 employees that are under me. By reading this book it has given me plenty of tools to talk to my guys in situations where both of us need to compromise to get what we want. The first chapter talks about not bargaining over positions. Most people negotiate by staking out extreme positions in the beginning and then negotiating towards a middle ground compromise. This is a bad idea because right from the start both sides are committed to their position and will defend it to the end. This chapter talks about a new way of negotiation by negotiation on the merits. This is where you separate the people from the problem and focus on the interests not the positions. Then you invent mutual options for personal gain and insist that the results be based on some standard. The next section I enjoyed talks about separating the people from the problem. When negotiating you must make sure that both sides are involved in the negotiations at every state so they will know what is coming in the deal so the feel like they are making the decision and not being dictated to. When my employees come to me for a problem I have learned to talk it out with them and try to make them see it from my side as well. This has really helped because it...
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...Leadership Leadership is an act of influencing others towards a goal. We learnt that the leaders are present at different levels in an organization or a company. There are two types of leaders, formal leaders and informal leaders. The formal leaders are those who hold a position of authority and may utilize the power that comes from their position, as well as their personal power to influence others. Whereas the informal leaders are those without a formal position authorities within the organization but demonstrate leadership by influencing those around them through personal forms of power. From the class we came to know Leadership is about articulating visions, embodying values, and creating the environment within which things can be accomplished and it is the process of influencing the activities of an organized group toward goal achievement.We came to know that there are few traits that show relatively strong relations with leadership. And the best example of a trait approach is the charismatic leadership. The important traits are discussed below. 1. Intelligence: Observed general mental ability correlates with leadership, whereas the actual intelligent has smaller correlation. * (Emotional Intelligence): This one will allow predicting leadership beyond the general mental ability. And also people with high EQ demonstrate a high level of self-awareness, motivation, emphathy and social skills. 2. Personality (the Big 5) : It is positively correlated with leader...
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...personalize feedback. So, after reading attentively all your critiques and weaving in my direct observations let me try to give you a general feedback. 1. The Lewicki book is an excellent read when you need to go deeper into the concepts of power, signaling and the like. A bit academic at time, it is a great reference book when you want to explore more deeply one key concept. Use it, and use it again. 2. Your class is proceeding at a good pace. You are starting to understand how to “expand the pie” by looking at various dimensions beyond the usual obvious one: money in both Colortek and Jesse. You have become more aware of the need to ensure that the “what’s next?” gets addressed: payment schedules, contingency on the state of health of Jesse, contingency on hiring star players [Rui-Esther-Jolanda-Peiyuan had a valid deal structure: they had negotiated a practical implementation step to resolve their contingency-Good]. Keep at it. Larger pie and deal implementation steps. 3. You are starting to become more conscious of the negotiation phases and the associated pressure to manage your time carefully. Gaining mastery on time management is not achievable in two short weekends. Yet I reserve the right to keep “bugging you” on this and you will be forced to work on tight schedules during our next weekend of negotiations. Beyond this last professor induced pain, the best advice I can give you is: practice, practice in your daily encounters. For instance, if you schedule a one hour...
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...Reflective Journal on negotiation Part 1 In the past four weeks, my study group members and me had took part in three negotiation simulations. The first one is that we are Newcastle local car dealer and want to sell used car to Japanese international student ( other group ).In this negotiation simulation, we keep our price first, let other group know the market price of this kind of car and let them give the price in their mind, then base on this price we give a 25% higher price with 1 year volunteer to them.In this negotiation, our strategies is Let the other party bid.( Benton, W. C ). Though in Then in the next week negotiation simulation we play a famous person Ltd versus Stephenie Meyer, and ask booksellers spread our book.At this time we tell booksellers what we want first and regard this advace as lowest line.Finally, we got much more than what we want $1.2 million as royalties and $20,000 contract signing bonus. In this negotiation simulation, the strategy we used is giving out what we want and increase the price step by step.(Clark, Ruth Colvin).But in this negotiation our group member have some problems in interaction. The price of what we want is not deal down, so in the negotiation we have some mistakes in talk with other group. We have to make good communication next time. In the week ten we made another negotiation about resort redevelopment in Hinchinbrook Island. We are Japanese developer, At first we do not make a good communication with each other group member...
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...1. The rationale for “licensing products of service,” came from a book The Ecology of Commerce by Paul Hawken. The book proposed that rather than providing a manufactured product, a company should develop long-term service licenses with customers (pg 6). In general, the logic supporting this reasoning results from the service provided by a product, rather than the product itself. Furthermore, rather than selling carpets to customers, Interface would be able to provide a service. 2. Anderson’s vision was motivated by a desire to pursue sustainability, while developing a company that would continually grow and succeed. He sought to make lasting contributions to the environment, by avoiding doing harm to the earth, yet still maintaining a prospering bottom line. Additionally, his vision consisted of becoming the world’s first sustainable corporation and restorative company (pg.3), through development of a new functional business model. The Evergreen Services Agreement (ESA) was designed to provide sustainable development, while keeping used carpet materials out of landfills. Furthermore, the ESA would provide an entirely new market of carpet services, which involved replacing and reclaiming worn or used tiles. This would reduce costs, increase...
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...CHAPTER 1 The Nature of Negotiation Objectives 1. 2. 3. 4. Understand the definition of negotiation, the key elements of a negotiation process, and the distinct types of negotiation. Explore how people use negotiation to manage different situations of interdependence—that is, that they depend on each other for achieving their goals. Consider how negotiation fits within the broader perspective of processes for managing conflict. Gain an overview of the organization of this book and the content of its chapters. Chapter Outline A Few Words about Our Style and Approach Joe and Sue Carter Characteristics of a Negotiation Situation Interdependence Types of Interdependence Affect Outcomes Alternatives Shape Interdependence Mutual Adjustment Mutual Adjustment and Concession Making Two Dilemmas in Mutual Adjustment Value Claiming and Value Creation Conflict Definitions Levels of Conflict Functions and Dysfunctions of Conflict Factors That Make Conflict Easy or Difficult to Manage Effective Conflict Management Overview of the Chapters in This Book Chapter Summary “That’s it! I’ve had it! This car is dead!” screamed Chang Yang, pounding on the steering wheel and kicking the door shut on his 10-year-old Toysun sedan. The car had refused to start again, and Chang was going to be late for class (again)! Chang wasn’t doing well in that management class, and he couldn’t afford to miss any more classes. Recognizing 1 2 Chapter 1 The Nature of Negotiation that it was finally...
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...Culture Impact on German Negotiation Style Chen Shuqi SEIB Abstract As the increasing frequency of international trades， international negotiation skills draw a lot of attention. Regarded as a major barrier for cross-cultural communication, understanding culture difference is of signification . This essay will firstly introduce the study history and relevant definitions of international negotiation and how culture factors impact on negotiation style. Considering the gradual closed trade relationship between Germany and China and the commonly acknowledged differences of national cultures between them, this essay would firstly analyzes images of Germans for the general Chinese in a book, Die Langnasen . Further, it clarifies German negotiation style basing on analysis from Hofstede's cultural dimensions theory. We find out that some of German business behaviors from the theory don’t fit with our general impression as the book concludes. After discussion about the deficiency of the theory or possible stereotype of the book, we try to present a modification of the prevalent impression about German negotiation style, and give some suggestion about how to carry out a better international business negotiation with Germans. It may be possible to provide us a better understanding in successful negotiation process with Germans. Key words: International negotiation, German culture, German negotiation style 德国文化对其谈判风格的影响 陈舒祺 国际商务英语学院 2011级国际商务管理 摘 要: 随着跨国贸易的频率迅速增长，国际商务谈判技巧尤为重要。...
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