Negotiation Strategies and Theories

2350 Words Mar 22nd, 2014 10 Pages
Brian Anderson
Dr. Gayle Pohl
COM 665
14 March 2014
Negotiation Strategies and Theories
Most of us envision negotiations as a form of conflict where the outcome is typically one winner and one loser (or winning and losing party/group). Because both parties engaging in negotiations have something to achieve, people tend to enter negotiations emphasizing outcome and/or process goals (Katz-Navon and Goldschmidt, 2009). Differences in status, power, and gender all play highly significant roles (often times subconsciously or inadvertently) and will be discussed further analyzed in this paper. As somewhat of a disclaimer, the terms “individuals”, “groups”, or “parties” are often used interchangeably with no regard to the circumstances on
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The less parties understand about the limits of bargaining range and appropriate standards for agreement, the more ambiguity there is in the negotiation situation (Bowles, Babcock, and McGinn, 2009). Lacking information by not conducting proper research on the other parties (as well as their own) limits and constraints generates uncertainties about what is attainable in the negotiation. Also, perceived inequalities in status and power between negotiating parties are brought into the thick of things when cultures collide (more-so perhaps than gender-based issues to be discussed later).
WAYS TO EXPAND THE PIE
Both parties must enter negotiations believing that a win-win scenario is possible. One of the first road-blocks to expanding the pie is entering the negotiation insistent that there is only one issue or problem that is up for discussion. A similar scenario limiting pie-expanding capabilities is the rationale that the focus is on dividing the pie up front rather than enlarging the pie before dividing it. These scenarios almost always result in a win-lose type scenario. A natural counter to this scenario is to bring additional issues into the negotiation. Beneath the surface, it is always fairly likely additional

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