|
| |
The Negotiating Process
Term Paper ID:27905
|
|
|
Essay Subject:
Discusses the negotiation process as a matter of persuasion & of problem solving.... More...
|
4 Pages / 900 Words
2 sources, 8 Citations,
APA Format
$16.00
Return to List of Papers
|
Paper Abstract:
Discusses the negotiation process as a matter of persuasion & of problem solving.
Paper Introduction:
Problem-solving is always part of the negotiating process in some degree as the negotiation itself serves as the problem to be solved for both sides. The type of bargaining brought to bear will differ, and the degree to which the negotiators are considering their actions to be problem-solving will also differ. Hard bargaining is the approach generally taken by negotiators because they are attempting to achieve an outcome that satisfies only their own needs. Approaching the matter as problem-solving is the same as what the handout calls integrative bargaining, or a collaborative problem-solving approach to conflict brought about when each party can reduce their level of aspiration for high outcomes to give themselves leeway to develop mutually acceptable solutions.
Text of the Paper:
The entire text of the paper is shown below. However, the text is somewhat scrambled. We want to give you as much information as we possibly can about our papers and essays, but we cannot give them away for free. In the text below you will find that while disordered, many of the phrases are essentially intact. From this text you will be able to get a solid sense of the writing style, the concepts addressed, and the sources used in the research paper.
(Fisher, Ury, & Patton, 1991, xviii)In the course of their book, Fisher, Ury, and Patton (1991) provide anumber of ideas and suggestions as to how to negotiation in a way thatwould be most beneficial to solving problems and achieving principlednegotiation. They divide negotiation into soft and hard negotiation,stating that the soft negotiator wants to avoid personal conflict and somakes concessions readily in order to reach agreement. If the negotiator does notbelieve in the negotiating system he or she is using, the "tricks" offeredby the authors will not be effective. Approaching the matter as problem-solvingis the same as what the handout calls integrative bargaining, or acollaborative problem-solving approach to conflict brought about when eachparty can reduce their level of aspiration for high outcomes to givethemselves leeway to develop mutually acceptable solutions. New York: Penguin.Willens, M. 6) Have the facts to make your case. 5) Win-win sometimes means not asking for too much at once. The skills thus do describe a system that is effective onlywhen the user truly believes in it. Hard bargaining is the approach generally takenby negotiators because they are attempting to achieve an outcome thatsatisfies only their own needs. 2) Convince the other side that your needs can be their needs aswell. 7) Be alert to body language, for information may be conveyed byposture, facial expressions, eye contact--or its avoidance--and similarbehaviors. It allows you to be fair while protecting you against those who would take advantage of your fairness. This is a way of defining the problem, atleast for your side. Ultimately, the success or failureof the negotiation depends on the two people serving as negotiators, theircommitment to the process, and their skill at making it work for them. The approach to negotiation involving problem-solving has also beenlabeled win-win, tough this type of bargaining is often also a variation onhard bargaining as one side or the other takes control and forces an issuetheir way while still satisfying the needs of the opposite side. Thismeans dividing the larger issue into separate problems to be solved,problems that are related but that are also independent enough to beaddressed singly. ReferencesFisher, R., Ury, W., & Patton, B. Indeed, as noted in the handout, mental models are important and helpexplain why even the best ideas may fail when put into operation under thewrong mental model, or wrong attitude: More specifically, new insights fail to get put into practice because they conflict with deeply held internal images of how the world works, images that limit us to familiar ways of thinking an acting. 3) Do not talk without a strong purpose, which means you have toapproach the issue with something you want in mind rather than negotiatingjust to see what you can get. This also helps withthe important problem-solving steps of figuring out the other person'sneeds, where that person may be flexible, and what that person has atstake. While they might be considered tricks to gain anadvantage, they also imply that the person using these tricks must trulybelieve that they will work. Principled negotiation shows you how to obtain what you are entitled to and still be decent. The manly art of win-win negotiating." Money, pp. Thehard negotiator wants to win but usually ends up producing an equally hardresponse, exhausting himself and his resources and harming his relationshipwith the other side (Fisher, Ury, & Patton, 1991, xviii). The hard negotiator, on the other hand, seesany situation as a contest of wills in which the stronger side, the sidethat takes the most extreme positions and holds out longer, fares best. Many of these suggestions are like those offered above byvarious professionals. The type of bargaining brought to bear will differ, and thedegree to which the negotiators are considering their actions to be problem-solving will also differ. Getting to yes. It is importantto find out something about his or her background, including similartransactions he or she may have been involved in previously. One of the most effective ways to use nonverbal languageyourself is to show that you are listening attentively. Nothing in this book indicates that these"tricks" will be effective without a good attitude on the part of thenegotiator. (1991). 9) Sit down to negotiate in a mutually neutral location, for thiscreates an atmosphere where everyone is more in the mood for cooperation(Willens, 1987, pp. In negotiation, the negotiator musthave full knowledge of what he or she is doing at every stage, and theymust believe in what they want if they are to convince other people aboutthe need for acceptance. (1987, February). Inproblem-solving, the two sides are trying to find a common ground and buildon that in order to solve the problem facing them in the negotiation. 199-2 1). 199-2 2.----------------------- 6 The authors statethat the soft negotiator wants an amicable resolution and so often ends upfeeling exploited and bitter. This means asking if the otherparty is under pressure to settle while also giving yourself enough time tofind a solution. Problem-solving is always part of the negotiating process in somedegree as the negotiation itself serves as the problem to be solved forboth sides. The handout notesthat some companies have learned to make use of mental models and ourknowledge of mental models to help shape behavior and to enable employeesto put their ideas into operation as they may have been prevented fromdoing in the past. Another handout notes the importance of helpingsubordinates develop skills that will solve their problems, and here againit is clear that attitude plays a very important role. Fisher, Ury, and Patton (1991) write about an alternative to soft orhard bargaining, and they call it principled negotiation as developed atHarvard, another version of the win-win approach: The method of principled negotiation is hard on the merits, soft on the people. 174)Mental models are powerful determinants of behavior. Theproblem-solving approach requires as much commitment and dedication as anyother type of negotiation. 4) Be sure you are going to the right person at the right time,which means making certain you are negotiating with the person who can giveyou what you have decided you want. Thisapproach to negotiation has been much examined in recent years, withclasses in negotiation at schools like Harvard and with theoretical modelsindicating to those who might need to negotiate some of the things theyshould keep in mind, among which are the following: 1) Learn as much as you can about the other party. This should be self-evident,but many people fail to provide themselves with all the information andbackground they will need to show an understanding of the problem thatmakes it possible to convince others of the issues involved and of thevalue of the solutions offered. The various suggestions made by Fisher, Ury, and Patton (1991), byHarvard, and by other professionals are only as valuable as they can bemade to be by the ability and attitude of the person putting them intooperation. 8) Know how much time you have. This same need for knowledge and understanding isfound in every step of the negotiating process. (p. It employs no tricks and no posturing. This brings the two sides closer together and makes both want tofind a solution. Fisher, Ury, and Patton (1991) discuss negotiating as a matter ofhard bargaining. This can beascertained by talking to others who have negotiated with this person toget a sense of the style and tactics the person used.
If this paper is not what you are looking for, you can search again:
or
Click here to request an essay written just for you.
|
|
|
