|
| |
COLLABORATIVE NEGOTIATIONS.
Term Paper ID:30848
|
|
|
Essay Subject:
Examines trust as key to successful negotiations.... More...
|
5 Pages / 1125 Words
5 sources, 6 Citations,
APA Format
$20.00
Return to List of Papers
|
Paper Abstract:
Examines trust as key to successful negotiations. Reviews concept of principled negotiations and application of the concept in the conduct of negotiations. The early win-win concept of conflict resolution, and new term of principled negotiations. Benefits of principled negotiation. Principles t guide effective collaborative negotiations.
Paper Introduction:
COLLABORATIVE PRINCIPLED NEGOTIATIONS: A MATTER OF TRUST
Introduction
This research reviews the concept of principled negotiations and the application of the concept in the conduct of negotiations. An objective of this review is to develop an answer to the question: Why is trust the key to successful collaborative negotiations?
Reviewing Collaborative Principled Negotiations
The term “principled negotiations” is a euphemism for the much older concept of the “win-win” solution. The fact that concept of principled negotiations is a retread of an older concept does not diminish its value in contemporary society. Conflict resolution in most Western societies (and especially in the United States) has long been a primarily confrontational and adver
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.
Knowing the cost to the organization should negotiations fail provides negotiators with a baseline for the evaluation of alternative solutions. Principled negotiations, to be effective and widely accepted, however,must be something more than a feel-good approach to conflict resolution.Fisher and Ury (1991) identified real benefits to win-win negotiating incomparison with winner-take-all negotiating. Project Management Journal, 32(1), 28-37.Kliman, S. collaborative principled negotiations: a matter of trust Introduction This research reviews the concept of principled negotiations and theapplication of the concept in the conduct of negotiations. (2 , May). (2 , April). > Use objective criteria: This principle means that negotiators must establish the so-called 'rules of the game" before they attempt to select from among the alternative solutions. An essential idea drummed intoAmericans throughout their school years, in their training for work, and intheir recreation is that societal intercourse is a win-lose proposition.An essential value drummed into Americans through the same societalprocesses is that one's worth is based primarily on one being a winner.Within a framework where everything is win-lost in nature and where one'sworth depends in great part on being a winner, there has been littlewidespread acceptance of the win-win approach to resolving conflicts. New York: Penguin Publishing.Herzog, V. Partnering and the management of construction disputes. Reviewing Collaborative Principled Negotiations The term "principled negotiations" is a euphemism for the much olderconcept of the "win-win" solution. L. Agreed upon objective criteria provides for a more efficient decision- making process by assuring that negotiators will recognize a good solution when it develops, and it means the negotiators can trust one another to act fairly in the development of a solution to the problem. A. The objective of the negotiation is to produce a solution beneficial to all parties; not to promote the careers or reputations of the negotiators. Of course, not everyone can be a winner in every situation. The ability to place mutually beneficial outcomes ahead of ideological positions builds trust among negotiators. Conflict resolution in most Western societies(and especially in the United States) has long been a primarilyconfrontational and adversarial exercise. This principle also means that negotiators must listen to one another, as opposed to ignoring the needs of other parties to the negotiations. Retrieved from the Internet on 2 3- 1-15 at: http://www.vantagepartners.com/ArticleEnabling WinWin.htmlPinnell, S. > Generate options for mutual gain: This principle means that negotiators must cooperate in the development of alternative solutions that can create outcomes beneficial to all parties to the negotiations. The fact that concept of principlednegotiations is a retread of an older concept does not diminish its valuein contemporary society. (2 1, March). Trust building on corporate collaborative project teams. In other words, this principle means that negotiators must know what their bottom- line (the cost to their organization in the event that negotiations fail to produce an acceptable outcome) before negotiations begin. (2nd ed.). Someresults of the clash of perceptual values and the harsh realities of thesocietal applications of these values include (1) abuse of the system bypeople with access to greater resources, (2) bitterness on the part oflosers, (3) the deterioration of social cohesiveness, and (4) a societythat does not live up to its potential. Hospital Material Management Quarterly, 21(3), 47-52. Fisher and Ury (1991 enumerate fiveprinciples that guide effective collaborative principled negotiations.These principles are as follows: > Separate people from the problem: This principle means that the focus of negotiation must be on the problem that requires solution, as opposed to focusing on the egos of the people conducting the negotiations. (1999, February). Earning supplier partnerships through principled negotiations. Enabling win-win. Executive Excellence, 9. Fisher and Ury (1991) reintroduced the win-win concept to conflictresolution in the early-198 s under the rechristened mantra of principlednegotiations. This principle also implies that the negotiating parties can trust one another to seek mutually beneficial outcomes to the negotiations. (1991) Getting to Yes: Negotiating Agreement without giving in. ReferencesFisher, R., Ury, W., & Patton, B. Separating people from the problem enhances trust among negotiators. One's philosophical beliefs on an issue are not as important in the negotiating process as is the development of an outcome that satisfies the needs of the stakeholders in the negotiated outcomes. While support for the concept of collaborative principled negotiatingcontinues to grow, some degree of confusing persists as to how best toapply the concept in practice. Stahl (2 ) pointed out, however, that the globalization of economicactivity is creating environments wherein collaboration and cooperation notonly produce better results than confrontation, but also condemnsconfrontational and adversarial competitors to the ahs heap of history.Survival, thus, is better assured by collaborating with one's rival than byattempting to crush one's rival (Pinnell, 1999). Such a reorientation is a tall order in a society focused oncrushing the opposition, whether the opposition is another powerful nationor whether the opposition is Little League baseball team facing one's youngson. Some of the more importantbenefits attributable to principled negotiations are the following: > Relationships among the parties to such negotiations remain intact and will strengthen over time > The negotiating process if more efficient because all parties are working toward a solution, as opposed to playing power games and experiencing the costly delays associated with such behaviors > Outcomes are more effective because they are the result of collaborative efforts that focus the strengths of all parties on problem solving Kliman (2 ) contends that organizations (both private sector andpublic sector) must unlearn adversarial behavior and attitudes before theycan effectively engage in principled negotiations. Fisher and Ury (1991) contended that all stakeholders andthe wider society derive greater and more long-lasting benefits when thenegotiation of the resolution to a conflict produces an outcome wherein allparties see some of their needs met, and where no one can claim to be thewinner unless everyone can claim to be winners. Dispute Resolution Journal, 54(2), 16-22.Stahl, R. An objective ofthis review is to develop an answer to the question: Why is trust the keyto successful collaborative negotiations? > Know your BANTA: BANTA to Fisher and Ury (1991) means Best alternative to a negotiated agreement. In the absence of trust, there exists no basisfor conducting principled negotiations. In other words,organizations must become reoriented toward collaborative efforts and awayfrom an orientation of seeking to dominate one's competitors or one'sclientele. The reviewof the principles underlying effective collaborative principlednegotiations illustrated the integral role of trust in the application offour the five principles. Conclusion An objective of this review is to develop an answer to the question:Why is trust the key to successful collaborative negotiations? > Focus on interests, not positions: This principle means that negotiators should focus on the attainment of desired functional outcomes for the stakeholders, as opposed to seeking a victory for some issue position.
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.
|
|
|
