Harborco Analysis

Gina Blair represented a competitive-cooperative negotiation strategy which represented a middle ground, both combined in a style which was open minded but assertive. Gina had scheduled the telephone meeting between herself and Daniel Trent; therefore she had more knowledge about what was going to be discussed. As she had initiated the negotiation she had prepared well for the issues concerning her clients. She presented her negotiation in a logical structure, showing that she had prepared all the areas of concern which she intended to address. Her preparation allowed her to identify and prioritise her client’s concerns. She avoided small talk and was very direct, her approach was assertive and she projected confidence. She had a clear understanding of the issues which were of concern to her clients and had proposed

I invested a significant amount of time to prepare for the Byrnes, Byrnes & Townsend negotiation meeting. I represented Mrs. Townsend, the plaintiff in this case and I chose co-operative strategies and tactics for this negotiation exercise. For me to address the liability and evaluate the case, I had to divide the facts in four categories: weaknesses and strengths of the opponent, weaknesses and strengths of my case. From the class discussions, I learned that the success of the negotiation directly depends on the preparation stage, therefore, I carefully assessed the obtained information, evaluated interests of both parties, set out substantive, intangible, and procedural goals, developed mine and my opponent`s BATNA, set the limits, and implemented negotiation strategy and tactics.

Explain and describe what parts of the interaction employed effective listening and speaking in the negotiation.

Identify the strengths and weaknesses of Hauptman's and Zinnser's negotiating strategy. How effectively did Hauptman and Zinnser approach the negotiation?

Summary: This was a multiparty negotiation, which involved 6 players all with very different negotiation styles. It was an exercise in which teams easily form a coalition. There were concessions about the value added each team would bring to the “table”, and my team in a situation of power saw how negatively the other teams reacted in name of fairness and how important was to share the pie.

The fundamental assumption is that learning and practicing negotiation skills can be learned. Others, however, assume that diplomacy and negotiation are things that can never be learned or taught. They believe that you are either born a negotiator or you are not. Unfortunately, this is a very shortsighted assumption. The approach to this will be to use all the information that was provided in the analysis to determine the best position of strategy to save the Opera on opening day, to find a fiscal solution that will benefit both the Opera and Sally using a BATNA strategy.

1. How did you plan for the negotiation? Explain how you decided on a strategy?

Captain Alfred T. Mahan, head of the Naval War College, cautioned that America’s survival depended on a strong navy to patrol the Pacific. The creation of this naval force would require the establishment of bases in the Pacific to provide the needed supply and coal for the ships. Britain had already secured Hong Kong and Singapore, so the United States sought to negotiate with Japan to open ports in the region. . Domination or acquisition of pacific islands opened new trade opportunities with China. “Mahan believed that the U.S. economy would soon be unable to absorb the massive amounts of industrial and commercial goods being produced domestically, and he argued that the United States should seek new markets abroad.” American land acquisitions

Prepare responses to the questions below after viewing the Negotiation Strategy and Tactics Tutorial in this week's lecture. In drafting your answers to the questions, make sure that you apply course concepts in your answers.

Having analyzed the scoring scheme and weights given to each outcome, I realized that the most important outcome was obtaining a large federal loan from the government. In fact, obtaining a $2 billion loan outcome alone would satisfy the governor’s scoring scheme to support the project. Therefore, before going into the negotiation I realized that this issue would be a pivotal outcome in the negotiation for me. If I succeed in negotiating the right federal loan amount I could be flexible with the other issues in the negotiation but keeping in mind that the higher the score the better the result for the governor. My BATNA was to walk away from the deal where I would still maintain the 30 points in that situation which meant that if the result of the outcome was less than 30 points, I would vote against the deal.

The first problem that I envision is for the meeting to get off topic, because when there’s many people is easier for this to happen. Additionally, it will be hard to listen and this can create frustration when parties are not able to speak when they wish. However, another problem could be that Harborco would not be willing to compensate other ports because they have initially agreed not to. A last problem that I envision is deciding the industry mix which can highly affect the other ports. It can severely damage the other ports if no industry is excluded. On the other hand, my conflict strategy is integrative negotiation, because I want to maintain good relationship with other parties in case the project is accepted. I anticipate that Harborco conflict strategy is integrative negotiation as well, because they want votes that are in favor of their project and therefore will be willing to adjust to their interests in order to create a mutual gain agreement. One of the tactics I will use is to gather my thoughts before speaking because there are many parties involve and don’t want to look bad. Another tactic I will use is to talk fist to the parties that are not in favor of the project such as The Environmental League. The last tactic I will use is to be in favor with the ecological impact even though the other ports don’t care about

The TexasAgs oil company case study gave us insights on different aspects of a negotiation that can happen in real world scenarios. It elegantly portrayed the importance of having a BATNA, setting target and restriction points, impact of the fluctuating markets on the ongoing negotiations, downside of the emotional behavior, importance of having a third party member or mediator in the negotiation. The case illustrates that the negotiations should be based assumptions as they may or may not be right. Having facts and understanding the other parties true objectives and goals are truly essential in negotiation. It is a typical example of how the current power on one side can dominate and take complete advantage of their position.

In other words, Reliant was a major customer. Perhaps if Pacific Oil focused on increasing their smaller business relationships would prevent them from large losses in negotiating. Then, Pacific Oil's decision to not proceed with manufacturing their own PVC might not have been a very good decision. If the decision was made because it was determine not to be lucrative, maybe all avenues were not addressed, such as outsourcing. This could have given Pacific Oil the power of competition. If they would have proceeded with the manufacturing venture, they would be less dependent on Reliant as a customer. The power advantage would then shift from Reliant to Pacific Oil. Pacific Oil could also approach the various competition to get an advantage over Reliant's threat to take their business somewhere else. Pacific Oil also could have gained some advantage by encouraging Reliant to address all of their issues up front by asking more questions about their concerns (Lewicki, Saunders & Barry, 2011). Finally, conducting all of the negotiations away from Pacific Oil's main office diminished some of their power. Having some higher leadership more engaged in the negotiating process could have diminished some of Reliant's power advantage through perception. Reliant was in a position to demand more

The settlement for this negotiated simulation was well thought out and strategically planned; however, in hindsight the settlement could have been different with complete information exposed. One of the biggest determining factors in the outcome of the settlement was who made the first opening position. In this simulation, the opening position to provide financial compensation to the cities was instigated by Euro Mouse. If Euro Mouse had let either of the cities make an opening offer first, they might have negotiated a much smaller number to pay out financial compensation to the cities. Despite this situation in the simulation, we quickly identified the bargaining zone and both Euro Mouse and the cities were able to negotiate an adequate settlement

3. What are the interests of the key stakeholders in the terms of the Vacutainer-APG negotiations?