N12 : Best practices in negotiations

BA370

Negotiation Chapter 12 : Best practices in negotiations

Negotiation is an integral part of daily life and the opportunities to negotiate surround us. While some people may look like born negotiators, negotiation is fundamentally a skill involving analysis and communication that everyone can learn.

We reflect on negotiation at a broad level by providing 10 “best practices” for negotiators.

1. Be Prepared

better prepared have numerous advantages, including the ability to analyze the other party's offers more effectively and efficiently.

2. Diagnose the fundamental structure of the negotiation

Using strategies and tactics that are mismatched will lead to suboptimal negotiation outcomes.

3. Identify and work away

especially important because this is the option that likely will be chosen should an agreement not be reached.

4. Be willing to walk away

Willing to walk away from a negotiation when no agreement is better than a poor agreement.

5. Master the Key Paradoxes of Negotiation

5.1 Claiming Value versus Creating Value

5.2 Sticking by Your Principles versus Being Resilient to the Flow

5.3 Sticking with the Strategy versus Opportunistic Pursuit of New options

5.4 Honest and Open versus Closed and Opaque

5.5 Trust versus Distrust

6. Remember the intangibles

Frequently affect negotiation in a negative way and they often operate out of the negotiation’s awareness

7. Actively manage coalitions

7.1 Coalitions against you

7.2 Coalitions that support you

7.3 Loose, undefined coalitions that my materiel either for against you

8. Savor and protect your reputation

Starting negotiations with a positive reputation is essential, and negotiators should be vigilant in protecting their reputations.

9. Remember that rationality and fairness are relative

9.1 they can question their own perceptions of fairness and ground them in clear principles

9.2 they can find external benchmarks and examples the suggest fair outcomes

9.3 illuminates definitions of fairness held by the other party and engage in dialogue

10. Continue to learn from the experience

The best negotiators continue to learn from the experience.

Question 1:  How to Master the key paradoxes of negotiation?

Answer:

- Honestly and Trust other party

- Claiming value vs creating value

- Sticking with the strategy vs opportunistic options

Question 2: How to Diagnose the fundamental structure of the negotiation?

Answer:

-Make conscious decisions

-choose strategies and tactics accordingly

Question 3: What is the idea of “Be willing to walk away”?

Answer:

- No agreement is better than a poor agreement

- Have a clear walkaway point (BATNA)

N11 : International and Cross-Cultural Negotiation

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Negotiation Chapter 11 : International and Cross-Cultural Negotiation

This chapter examined various aspects of a growing field of negotiation that explores the complexities of international and cross- cultural negotiation. Some of factors make international negotiations different. Description of factors that influence international negotiations: political and legal pluralism, international economics, foreign governmental and bureaucracies, instability, ideology, and culture. Five immediate context factors were discussed next: relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes, and immediate stakeholders. Each of these environmental and immediate context factors acts to make international negotiators need to understand how to manage them.

Robert Janosik suggests that researchers and practitioners of negotiation use culture in at least four different ways:

 1. Culture as learned behavior

2. Culture as shared values

3. Culture as dialectics

4. Culture in context.

From the managerial perspective, there are 10 ways that culture can influence negotiation:

1. The definition of negotiation

2. The negotiation opportunity

3. The selection of negotiators

4. Protocol

5. Communication

6. Time sensitivity

7. Risk propensity

8. Groups versus individuals

9. The nature of agreements

10. Emotionalism

Question 1: What are the advantages of The Culture as Dialectic approach over the culture as shared values approach?

Answer: The culture as Dialectic approach can explain variations within cultures and it suggests that negotiators who want to have successful international negotiations need to appreciate the richness of the cultures in which they will be operating.

Question 2: What is negotiation in managerial perspectives?

Answer: Negotiation is what is negotiable, and what occurs when we negotiate can differ greatly across cultures.

Question3: What is the environmental context?

Answer: The environmental context includes environmental forces that neither negotiator controls that influence the negotiation.

N10 : Multiple Parties and Teams

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Negotiation Chapter 10 : Multiple Parties and Teams

In this chapter, we examine how dynamics change when groups, teams, and task forces have to present individual views and come to a collective agreement about a problem, plan, or future course of action.

Multiparty Negotiation as one in which more than two parties are working together to achieve a collective objective. And deliberations in several important ways. In every case , the differences are what make multiparty negotiations more complex, challenging, and difficult to manage. Managing multiparty negotiation, what is the most effective way to cope? There are three key stages that characterize multilateral negotiation, the prenegotiation stage is characterized by a good deal of informal contact among the parties. Managing the actual negotiation process is a combination of the group discussion bilateral negotiation, and coalition-building activities described earlier in this volume, it also incorporates a good deal of what we know about how to structure a group discussion as to achieve an effective and endorsed result. Managing the agreement is a final stage the parties must select among the alternatives on the table, they are also like to encounter some last minute problems and issues, such as deadline pressures, the discovery of new issues that were not previously addressed, the need for more information on certain problems or concerns.

Question 1: What is the difference between multiparty and 2 part negotiations?

Answer:

1. there are more negotiators at the table

2.have more information and issues to work with

3. social complexity- social environmental and pressure changes

4. Procedural complexity

5. Strategic complexity-

(have one person to facilitate multiparty negotiation)

Question 2: What is an effective group?(first 8)

Answer:

1. Test assumptions and inferences

2. Share all relevant information

3. Focus on interests, not positions

4. Talk in specific terms

5. Agree on what important words mean

6. Explain reasons behind statements

7. Disagree openly with any member of the group

8. Make statements, then invite questions and comment

9. Design ways to test disagreements and solutions

10. Discuss "undiscussable" issues

11. Keep discussions focused

12. Avoid taking cheap shots or distracting the group

13. Expect participation by all members in all phases of the process

14. Exchange relevant information with nongroup members

15. Make decisions by consensus

16. Conduct self-critique

Question 3: How do you manage multiparty negotiations

Answer:

• The prenegotiation stage

- Characterized by many informal contacts among the parties

• The formal negotiation stage

- Structures a group discussion to achieve an effective and

endorsed result

• The agreement phase

- Parties select among the alternatives on the table