...Submitted by Bob Figone What is the problem or issue that necessitates such an article be written? This article comes directly out of both textbooks (Chapter 12 in Essentials of Negotiation, page 256 and Article 7.1 in Negotiation – Readings, Exercises and Cases, page 485) we have used for this course. It is a summary of what we have learned about the field of negotiation. It reminds us that negotiation is intrinsic in our lives and confronts us many times each day. This article is a reflection by the author’s using a broad view of best practices for negotiators to focus on in order to improve negotiation skills and techniques. What strategies or techniques are used to solve the problem or address the issue? The article lists Ten Best practices for Negotiators in a table and continues to explain the importance of each. The table from the text is as follows: |Ten Best Practices for Negotiators | |1. Be prepared | |2. Diagnose the fundamental structure of the negotiation | |3. Identify and work the BATNA | |4. Be willing to walk away ...
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...Best Practices for Negotiating with Key Suppliers Excerpted from the Vantage Partners study Negotiating and Managing Key Supplier Relationships: A Cross-Industry Study of 20 Best Practices by Jonathan Hughes and Mark Gordon Introduction Based on 15 years of working with clients in the sourcing and procurement arena, Vantage Partners identified twenty best practices for managing 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...
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...Question 1 As defined by Harry Webne-Behrman, conflict is ‘a disagreement through which the parties involved perceive a threat to their needs, interests or concerns’. There are commonly four levels of conflicts commonly known. They are intrapersonal conflict, interpersonal conflict, intragroup conflict and intergroup conflict. ▪ Intrapersonal Conflict Intrapersonal conflicts include ideas, thoughts, emotions, values or drives that are in conflict with one another. For example, in the army, many soldiers may disagree with their superiors’ orders. However, they choose to keep it to themselves due to the regimentation. It is important to note that these conflicts occur within an individual. Hence, it may not be relevant to a conflict between two parties. ▪ Interpersonal Conflict Interpersonal conflicts occur between individuals. For instance, it can happen between co-workers, spouses, siblings or even neighbours. At this level, we study interpersonal negotiation, and directly address the management and resolution of interpersonal conflict. ▪ Intragroup Conflict Intragroup conflicts happen within a group, be it a team, work group members, families, classes or living units. At this level, we analyse conflict as it affects the ability of the group to make decisions, work productively, resolve its difference, so as to continue achieve its goals effectively. ▪ Intergroup Conflict Intergroup conflicts arise between organizations...
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...environmental context – this Includes environmental forces that neither negotiator controls that influence the negotiation The immediate context – this Includes factors over which negotiators appear to have some control The following diagram below shows the context of international negotiations. According to the above diagram, the 6 factors in the environmental context that makes international negotiation different from the national are: (1) Political and legal pluralism Firms from different countries work with different legal and political systems. There are large concerns about the political risks. (2) International economics The value of foreign currencies which fluctuates from time to time; this factor needs to be negotiated. (3) Foreign governments and bureaucracies The level of governmental meddling in business in many nations is wide-ranging. In countries firms are free from government regulations while in others they are not. Parties need to know whether the governments should be included in their negotiations or not. (4) Instability Instability can be caused due to lack of resources (electricity/computers), shortages of other goods and services (water, transportation and proper food) and political instability (government policies). (5) Ideology & Culture Negotiators from different countries believe in different ideology. Due to different ideologies negotiators may have to face a challenge in communication and may cause disagreements...
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...Introduction It is possible to overcome this problem, however, with negotiation skills training. Such training is beyond the scope of this site; however, many good texts on negotiation are available (summaries of several can be found at http://www.colorado.edu/conflict) and a few particularly useful excerpts are summarized in this online training program. In general, it is useful to know and understand the difference between integrative (or win-win) negotiation strategies and distributive (or win-lose) strategies. Win-win strategies are most useful when it is possible to develop a solution to a problem in which both (or all) sides win, or at least come out ahead of where they would, were the conflict to continue. When this is possible, following the rules of principled negotiation is usually the best approach. When the situation is unavoidably win-lose, however, as it often is (at least in part) in intractable conflicts, then principled negotiation is unlikely to work. In that case, either distributive negotiation (which is much more adversarial) or a needs-based approach (such as analytical problem solving) is more likely to yield success. Do you feel that someone is continually taking advantage of you? Do you seem to have to fight your corner aggressively, or ally with others, to win the resources you need? Or do you struggle to get what you want from people whose help you need, but over whom you have little direct authority? If so, you may need to brush up your...
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...How Negotiators Can Assess and Successfully Challenge a Suicidal Person Deborah Kennedy CJ407-01: Crisis Negotiation Professor Gregory Cheaure Kaplan University August 3, 2012 This essay is going to explain how negotiators can assess a suicidal person and successfully challenge that person’s belief. When a negotiator gets called out to an incident it is their job to determine the subject’s state of mind. The negotiator must look for verbal cues if he/she cannot see the subject to get a look at their body language. Then there are other visual things the negotiator looks for if the subject is visible. One type of person that a negotiator must be very aware and concerned with is someone who may be suicidal. Some of the cues a negotiator can look for if the subject is visible can be found in the subject’s physical appearance. The subject might look like they have not showered in days, they might look like they have slept in their clothes, messy hair, or they just might look all disheveled. Their living quarters might look quite messy also with dirty dishes all over or empty soda cans lying around which normally would not be typical. In speaking with the subject their voice might be soft and they may have a flat affect. They may sound depressed. They may have very slow speech. When the negotiator begins to build trust and a dialogue with the subject asking the right questions will also help find out what the subject is thinking. The negotiator may need to allow the...
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...II415 Negotiation for International Business What type of negotiator are you? Negotiation is a dialogue between two or more parties in purpose to reach a mutually beneficial outcome, to gain advantage for an individual or collective or to craft outcomes to satisfy various interests. Therefore, negotiation is present in each and every company where they want to collaborate with another party, or they want to start a new project. Not only in big companies but also in SMEs. A negotiation includes parties, issues, alternatives, positions and interests. To represent a party there are negotiators who represents the company. A good negotiator focus on how to interact, persuade, communicate and perfects their negotiating skills. A successful negotiator works with others to achieve their objectives. A negotiator must have a certain attitude to communicate with the other party. As per my research, I found 5 types of negotiator namely, competitors, accommodators, avoiders, collaborators and compromisers. For me, I might be a collaborator. Because a negotiator will talk and respond according to their behavior and attitude. Therefore, I always want to come to a solution of a problem even when we have to go against the option we have and if we have to make it longer and include other people’s idea. I want to come to a solution without hurting other people’s feeling and looking at both person’s perspectives and profits. I can have patience and wait for the ultimate solution. Though I panic...
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...distribution between parties greatly affects the use of different strategies, including the use of deceptive emotion, as well as the outcomes. Power in negotiation can be built based on the interdependent nature of negotiating relationships. The two dimensions under the concept of interdependent nature, which are mutuality of dependence and level of dependence, contribute to the creation of power distance. When negotiators need to depend upon each other for the negotiation outcome, they are mutually dependent. Both of them have similar power in a negotiation. Power distance is relatively small. On the other hand, non-mutually dependent relationship occurs when one party is not able to use his or her own power to obtain a favorable outcome, rather he or she needs to rely heavily on the counterparty to obtain outcomes. Power distance exists in this situation. For the level of dependence, it refers to the degree to which one negotiator depends on the other party to obtain outcomes. Negotiators who have many alternatives (low dependence) are less dependent on their opponents. If negotiators only have a few or even no alternatives, they are highly relying on the others (high dependence). (Olekalns & Smith, 2009) Power distance will be created when there is a difference in the level of dependence between the negotiation parties. Assumed that it is one-to-one negotiation, if there is no difference in the level...
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...Hard Ball Tactics 1. Good Cop / Bad Cop a. “Bad cop” plays the role of the bad guy who takes tough measures (threats, intimidation) against the targeted party b. “Bad cop” leaves the negotiation table for the “Good cop” to come and offer the targeted party “an easy way out” of the situation c. The “easy way out” option is meant for the targeted party to yield to the team’s demands Advantages • Often results in negotiated agreements Disadvantages • easily seen through by targeted party • Can be countered easily by clearly exposing the negotiators’ plot • Distracts the negotiators from the negotiation goals Dealing with Good Cop / Bad Cop • openly exposing the negotiators’ plot 2. Lowball / Highball a. Starts the negotiation with a unreasonable low(high) opening offer Advantages • Aims to get the other party to re-evaluate his opening offer & move closer to his resistance point Disadvantages • Other party may not want to negotiate at all • Requires a skilled negotiator to explain his extreme opening offer if the other party continues to negotiate Dealing with Lowball / Highball • Best tactic : ask for a more reasonable opening offer instead of a counter offer • Insisting on a reasonable opening offer before negotiating further • Show that you are familiar with the bargaining mix and therefore you will not be fooled • Show your displeasure of such tactic used against you by threatening to leave the negotiating table • Come up with an extreme counter offer ...
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...negotiations among parties in diverse areas of the world. Culture deeply influences how people communicate, think and behave. Prosperous cross-cultural negotiations require a perception of the negotiation style of those involved in the process, and the approval and respect of their cultural dogmas and rules. As mentioned, it is unquestionable that culture profoundly influences how people think, communicate and behave (Faure, 1999), thus guiding the type of transactions made and how they are traded. Cultural differences between the negotiators can create barriers that prevent or hinder the development of negotiations. Therefore, knowledge, acceptance and respect for the culture of the parties are essential to ensure the success of a negotiation and to avoid possible misapprehensions. Hence, to analyze and note the style adopted by the negotiators of a given culture is a challenging and exigent mission. Hence, to analyze and note the style adopted by the negotiators of a given culture is a challenging and...
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...Negotiation styles 8 1. Belief-based styles 8 2. Professional styles 14 3. Contextual styles 24 4. Negotiation process 29 5. Obstacles to negotiation 31 6. Negotiation tactics 34 1. INTRODUCTION Negotiation is the process where interested parties resolve disputes, agree upon courses of action, bargain for individual or collective advantage, and/or attempt to craft outcomes which serve their mutual interests. Negotiation is usually regarded as a form of alternative dispute resolution. The first step in negotiation is to determine whether the situation is in fact a negotiation. The essential qualities of negotiation are: the existence of two parties who share an important objective but have some significant difference(s). The purpose of the negotiating conference to seek to compromise the difference(s). The outcome of the negotiating conference may be a compromise satisfactory to both sides, a standoff (failure to reach a satisfactory compromise) or a standoff with an agreement to try again at a later time. Negotiation is something that we do all the time and is not only used for business purposes. For example, we use it in our social lives perhaps for deciding a time to meet, or where to go on a rainy day. Negotiation is usually considered as a compromise to settle an argument or issue to benefit ourselves as much as possible. Communication is always the link that will be used to negotiate...
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...SECTION A Part one: Multiple choice: 1.__________is an essential function of Business Organizations: a. Information b. Communication c. Power d. None of the above ANSWER: b. Communication 2. Physiological Barriers of listening are: a. Hearing impairment b. Physical conditions c. Prejudices d. All of the above ANSWER: d. All of the above 3. Which presentation tend to make you speak more quickly than usual: a. Electronic b. Oral c. Both ‘a’ and ‘b’ N d. None of the above ANSWER: b. Oral 4. What is the main function of Business Communication: a. Sincerity b. Positive language c. Persuasion d. Ethical standard ANSWER: c. Persuasion 5. The responsibilities of the office manager in a firm that produces electronics spares is: a. Everything in the office runs efficiently b. Furniture and other equipment in the office is adequate c. Processing all the incoming official mail and responding to some d. All of the above ANSWER: d. All of the above 6. Labov’s Storytelling Model based on: a. Communication through speech b. Language learning c. Group Discussions d. None of the above ANSWER: a. Communication through speech 7. Diagonal Communication is basically the: a. Communication across boundaries b. Communication between the CEO and the managers c. Communication through body language d. Communication within a department ANSWER: b. Communication between the CEO and the managers 8. How to make...
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...their frontiers beyond domestic markets. In this global business environment, cross cultural negotiation becomes a common field of research. This is primarily due to the fact that the negotiating parties are often from different countries, with different cultural values and beliefs which they usually bring with them to the negotiating table. What is communicated, how it is communicated, how people think and behave during negotiations can differ across cultures. The purpose of this paper is to examine the effect of culture on negotiation and suggest ways to deal with cross cultural problems in international business negotiations. An analytical approach is applied in this research. The conclusion reached is that effective international negotiators need to know not only the fundamentals of negotiation, but also how culture can influence the negotiator’s behavior and the negotiation agreement. Understanding, accepting and respecting the cultural values of the other parties is very important as it will lead to a more successful outcome. * The Author is a legal practitioner and holds an LL.B (Hons) from the Igbinedion University, Okada. She is currently a postgraduate student of CEPMLP University of Dundee, Scotland, where she is pursuing an LL.M Degree in Energy Law and Policy. TABLE OF CONTENTS Page ABBREVIATIONS INTRODUCTION………………………………………………………………… CHAPTER ONE 1.0. 1.1. 1.2 1.3 . Negotiation – An Overview……………………………….……………… Negotiation Strategies…………………………………….………………....
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...workplace According to Harbour S. (2015) establishing and maintaining good working relationships is the key to a positive workplace. Effective businesses encourage the development of positive relationships between managers and employees as well as amongst coworkers. It is imperative to create a clear and concise company mission statement and distribute a copy of the statement to each employee, so that they can be clear on exactly what is expected of them and the intended goal of the business they represent. Teamwork should be encouraged through formal and informal team-building activities. Management could always arrange a company-oriented outing, such as fun days consisting of activities such as tug a war or cricket, or involve the office in a team-based charitable activity. Good relationships in the workplace thrive when individuals feel part of a team and comfortable with their teammates. The need for two way communication should be encouraged, as this would boost staff morale. The better and more effectively persons communicate with those around them, the richer the work relationships will be. All good relationships depend on open, honest communication. Managers should always reward great work as quickly as possible, and address problems or concerns immediately. Acknowledge staff members publicly with written or verbal commendations when they exceed performance expectations and provide assistance to those who are failing. It is recommended that you genuinely complement the...
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...our temperament (nature) or because of our upbringing (nurture). So if you're involved in business negotiations, which negotiation styles are likely to reward you with the biggest profit prizes? This question will be answered later in this article. First lets visit each of these important conflict profile styles. Compete (I win - You lose) Competitive style negotiators pursue their own needs - yes, even when this means others suffer. They usually don't want to cause others to suffer and lose, they are just so narrowly focused on their shorter term gains that they plunder obliviously through negotiations like a pirate. They often use whatever power and tactics they can muster, including their personality, position, economic threats, brand strength or size or market share. At its extreme negotiators call their behaviour aggressive or psychotic. When to use? When you need to act or get results quickly. Competition is critical when you are certain that something is not negotiable and immediate compliance is required. Competition can be an effective defense or counter balance to use against negotiators with a competitive conflict profile. We would recommend that you use a blended approach though, as both negotiation parties locking horns in a competitive battle can result in a spiraling deadlock. When you're...
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