Negotiation : Timing, Framing, And Competitive Negotiation

While we hit an impasse and I felt like she was not budging I expressed how I felt which again failed for her to see my side. I also gave something (my asking price lowered) to get something (inventory out and my name out).

Dr. Margaret Neale, Professor of Organizational Behavior, Stanford University Graduate School of Business, the narrator and instructor, describes the objective of the video. She drives us though the process and gives us tips, recommendations, common errors and many explanations about what is happening during the negotiation.” (Video Media Group of the Stanford Alumni Association, 1997)

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

Simply there had been very little preparation and further there was no best alternative (BATNA), which are vital before any type of negotiations begin to avoid an unfavorable negotiation. This could have been rectified by utilizing “10 Point Plan Before Negotiation” and devoting an ample amount of time for preparation to items such as goals, interests, strategy, BATNA, research, tactics-actions and roleplaying. The end result is one that has looked at both sides of the negotiation and the issues. The BATNA would have answered critical questions before accepting any deal during a

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 also learned one thing that I would like to stop doing during the negotiation is letting the other party offer first. I was able to adequately prepare for the negotiation, find the prices I wanted and was willing to accept, and identify different issues besides price to use as bargaining chips since the Statler Hotel had less to offer than the seller. Although I knew that I had taken enough time to prepare for the negotiation, I let fear of inducing a chilling effect keep me from being aggressive with my first offer. I now know I have no need to be self-conscious if I have prepared – although I read this in the book it is different to experience it in practice. I also know, that if I do miss the chance to offer first because the other party happens to be more aggressive than myself it is important to re-anchor the conversation to keep the negotiation on the track I want it to be.

Throughout the negotiation, I tried to put myself in the shoes of the other and not act selfishly, right from the first the start we took an honest attitude about our needs to seek the best alternative for both of us. Expressing our issues and priorities in an open way allowed to trust each other so we could get an agreement of reciprocity.

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In any negotiation, preparation is crucial; and having a set, outlined process to follow when preparing helps mitigate a potential oversight of any significant issues within the negotiation. Following a set process also helps one stay on task and in-line with what the important issues and factors are in a negotiation. In Bargaining for Advantage, G. Richard Shell provides a well-structured framework to follow in planning for a negotiation. For this reason, I used Shell’s negotiation preparation framework to plan for the negotiation between Rapid Printing Company (Rapid) and Scott Computers, Inc (Scott).

Both our approaches were directed towards addressing the issues with a collaborative spirit for the greatest benefit to both sides. We agreed that both sides wanted to establish a long term a relationship with each other and were willing to give genuine consideration to each other’s particular needs and interests. This experience has enabled me to reflect on my personal approach towards negotiation, as well as analyze my strengths and potential areas for improvement as a negotiator.

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

Last fall, my wife and I put our home up for sale. Our motivation was simple, with the money we would get from the sale of our home we could pay off all our debt and have plenty of money left over to invest, eventually saving enough to buy a bigger home. Emboldened by the allure of liquidity I listed our home for sale and waited for the offers. Indeed the offers did come in, in fact over the next few months we were in and out of escrow three times.

Negotiation is the process of making amicable decisions between individuals or groups.  In this assignment, I will discuss a negotiation that did not result in the best possible solution for all parties. This negotiation was related to my work experience where I was a realtor who was representing a buyer in negotiation of the property’s price, mortgage loan rate and terms. I am a real estate licensee and also a member of National Association of Realtors. I have been practicing my license for seven years now. Seven years of experiences in real estate industry

3. Some priorities that would have to be addressed in the collective agreement language would be to make sure that the language used would be appropriate in the negotiations. This would make use of words that provide no flexibility; these words can be will, shall, and must. It would ensure that both parties know that the topic discussed is a serious problem as well as helping the members of the union in keeping their jobs with minimal changes. Subtleties in language can have a huge impact on negotiations and it is important for unions to use them because if they do not then they could be giving favouritism to management. Using words like will usually, will normally and may are statements that could imply levels of some sort of flexibility.

1) Was this a Distributive or Integrative negotiation?- was it the optimum approach and why or why not.