Integrative Negotiations Essay

Our team approached this negotiation case in a very efficient way. Each of us had a very clearly job assignment. Two people took care of the calculation while the other two people were responsible for the negotiation. Thus we quickly built up a model and provided several options to our counterparts with different terms but same net value of the final bargaining agreement to our team.

It was highlighted by Howard Raiffa that there are certain ‘organising questions’ that need to be answered for the identification of significant characteristics of every negotiation. Firstly, he proposed that the primary question to be answered is in regards to the number of individuals or group of individuals involved, i.e the size and the presence or absence of internal conflicts in the groups.

It may turn out that it will cost them more to satisfy one of the other member’s requests (like union quotas or compensation to other ports) and so they may agree to satisfying one or both of my priorities (industry mix and ecology impact). Additionally, it looks like I have opportunity to talk to The Unions and Other Ports in the region, where we can align our interests since any of us independently may not be as strong as us combined.

19. How did the risk assessment of each business influence the outcome of the negotiations? In a paragraph, described how this factor was determinative of the stance of each party.

In the "Cascade Manor" negotiation, I played the role of co-chief city planner. I was part of a team, partnered with the other co-chief city planner and the city's financial director. It was our task to negotiate a deal with a development corporation who wanted to build a residential housing community to revitalize the historic district of our city. We devised a strategy on how we would open and negotiate on the issues. Using this strategy we were able to agree to a deal with the developers, and walk away with a sizeable amount of the "pie". This paper will look at how offering multiple package deals help the negotiator claim resources, and suggests ideas on how to develop an effective multiple offer strategy.

When we negotiated the last 5 issues, such as, access to Korean markets, access to U.S. market and protection for your technology and so on, we both chosed the compromised options to obtain an integrative result. Both of us considered that the type of this negotiation is win-win. We quickly and smoothly come to an agreement of these issues because we thought the compromised options could bring profits

4. Determine the Best Alternative to a Negotiated Agreement (BATNA) and Worst Alternative to a Negotiated Agreement (WATNA) for each side of the negotiation.

The Best Alternative to a Negotiated Agreement (BATNA) is important and critical in preparing the negotiations to make a wise and healthy decisions. To make a wise decision it is important to have a knowledge of the available alternatives. BATNA is the only standard which protects both the parties from accepting too unfavorable terms and rejecting beneficial terms. The bottom line of any negotiation process is to achieve the win-win situation for both the parties (Spangler, 2012).

In the most recent negotiation I had the role of being Chuck Brown’s attorney in his real estate transaction with Amy Hayes. There were three crucial moments during my negotiation which ultimately forced me to retreat to Mr. Brown’s BATNA. Yet, to first understand this I had to outline for myself my main goal. My main goal in this negotiation was to make sure that I could obtain as many of Mr. Brown’s interest as possible. In order to do this I ranked in order of priority which interests were the most important to Mr. Brown. Next, I had to process the financial data for Mr. Brown. This real estate transaction had a great deal of math involved and I had to make certain that I had accurate data before entering the negotiation. Once all this

The second factor that plays a role during negotiations is the issue itself. There is a debate in the literature regarding the effect of issue on bargaining process. According to one of the perspectives issue does not have much weight in defining how firmly actors will stand on their positions, since concession can be reached by providing side-payments (Fearon 1995, 382). However, Hensel et al. (2008) claim that certain issues (e.g. territorial) might be simply indivisible and, thus, no room for bargaining can exist.

An important factor to consider is that in negotiations, a value-creating deal can be reached if more items are packaged, so not only one issue is in question. Considering additional negotiating points is key to get the best outcomes. How can those extra items be identified? This requires preparation (and the information might not always be available) but it can be done through analyzing and understanding, in the best way possible, the other side’s interests and options. There are several things to take into account when trying to discover the other side’s motivations. Observing and listening is key, we also learned culture plays a big part, in my perspective effective communication and preparation are the most important, according to the Consensus Building Institute (n.d.) “Good preparation is the foundation of successful negotiation”(p.3). Finding as many relevant value-creating opportunities for the other part will give you an

The subject matter of the case is presented as a negotiation between a real estate developer, Hawkins, and a possible anchor tenant, Discount Marketplace. Both parties are represented by professional negotiators: Myra Hart is representing the Hawkins Company and Genia is representing the Discount Marketplace.

For this negotiation, I had prepared my BATNA (Best Alternative or a plan B in case my plan A failed) as mentioned by Fisher, Ury, and Patton (1991, p. 100), since every negotiator has a BATNA including the opponent. As a station owner, I was very clear about my interests in selling the gas station, I had done my market research, and I also knew “why” Taxoil was interested in the station and that they were looking to expand. As stated by Sebinus in his article, I was trying to understand the other side’s perspective.

Before entering any negotiations it is prudent to set BATNA that stands for Best Alternative to a Negotiated agreement. It is a perceived value and similar to the “walk-away” value, which is the most essential bargaining power. In negotiations power is an ability to induce the other party to settle for less. The use of power to achieve goals is leverage. If leverage in negotiations is perceived as balanced then the bargaining power of parties is balanced. If it is perceived as unbalanced then the negotiation process and outcome may be affected. The consequence is that the party with greater power may choose a win-lose approach. BATNA is the greatest source of power, thus if the other party perceives your BATNA is better, then you have leverage. But this situation is only one side of the coin. What if your BATNA is inferior? In any negotiation both parties bring bargaining power to the table. If your BATNA is inferior to the other party’s BATNA, then keep it concealed and increase its perceived strength by altering the other party’s perception of your BATNA. Also there is a possibility to weaken the other party’s BATNA which will balance the situation by introducing new information and settling a new outside option. Another way is to team up with other parties.

Negotiation is a process that occurs when two or more parties decide how to allocate scarce resources. Although we always think of the outcomes of negotiation in one-shot economic terms, like negotiating over the price of a product, every negotiation in organizations also affects the relationship between the negotiators and the way the negotiators feel about themselves. Depending on how much the parties are going to interact with each other, sometimes maintaining the social relationship and behaving ethically will be just as important as achieving an immediate outcome of bargaining. we use the terms negotiation and bargaining interchangeably. The study of famous historic negotiations between management and labor is an important aspect for developing project management skills. They provide