Paige Turner Best Books

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

At the same time, I also realized that the negotiation partners are not always having the conflict interests during the negotiation. In this case, for some of the issues, we actually have the same goals. So baring this in mind, in the future negotiation case, I would first seek the common goals for both of us first to create a win-win situation.

Negotiations are a part of daily life whether we are aware of them occurring or not. In everything that we do there are preferred end results and the end results are likely to affect more than one person. The goal in this however, is to ensure that all parties are equally benefited from the actions and reactions that occur to create that end result. While some dealings are done in a more subtle manner without a great deal of negotiation per say there are other situations that would warrant more vocalized mutually acceptable compromises. The purpose of this paper will be to effectively explain a situation of which required negotiation on the part of both parties that almost all of us have endured and that would be the process of buying a

In Energetics meets Generex negotiation, I was acting as a Chief Operating Officer (COO) for Energetics Corporation and my opponent and my classmate Chace Eskam was acting as a COO of Generex Corporation. In this deal, as a COO I was supposed to sell the Wind energy division of the Energetics to Generex. Energetics Corporation was in desperate need of cash due to bankruptcy. Another hurdle was that I could not sell three different locations of Wind plants individually. My company needed cash within three months with no additional terms added to this deal. My another best alternative was to sell all the assets of Wind Energy division to generate some cash if deal with Generex fails in this negotiation. Our negotiation went on for 15-20 minutes during class time and deal was set in $247 millions. My opponent Chace was very tough in this negotiation to deal. He was very prepared with facts and numbers before he came to the table. My opponent asked me lot questions such as the depreciation of the property, equipment’s life, taxes etc. After having lot of discussion we ultimately came to the conclusion that Generex will pay Energetics $247 million right away in cash to purchase Wind Energy division from Energetics.

What surprised me the most about our behavior was how well we collaborated. At the beginning of the negotiation, I usually spend a bit of time trying to assess how the other party will negotiate (compete, collaborate, or subordinate). From the beginning of the negotiation, it was very clear that Texoil valued our relationship, was very interested in me coming back to work for them, was concerned about my wife, and was interested in my future plans. This created the right tone for collaborating. This created a basis of trust and openness, which led to creative options, which would not have been possible if one party decided to negotiate competitively. Both parties did a good job of asking questions to delve at the underlying interests, which allowed for give and take, and enabled each side to put forth proposals which could be openly considered. If the tone of the negotiation had been different, I think the Negotiator’s Dilemma might have prevented information from coming out and prevented interests to surface, and thus prevented creative solutions.

There were several factors that culminated into the ultimate inability to reach an agreement. Firstly, was the differing priorities of both parties , while I was focused on reaching a deal and considered an impasse to be a ''failure'' , the other party was more focused on money and all the benefits offered '' paled in comparison'' as mentioned by the owner compared to the money foregone. Secondly, the owner seemed to want the property independently valued and then sell at this price. Knowing that the valuation was more than I could offer, I could not agree to this and this

“Successful negotiation is not about getting to ‘yes’; it’s about mastering ‘no’ and understanding the path to an agreement is” (Christopher Voss). During the negotiation process, there are a lot of moving parts and personalities. In addition, hurt feelings can all too often get in the way. The bottom line of any negotiation is to reach a settlement that will mutually benefit both parties. It’s a challenging situation by which compromise or agreement is reached while attempting to avoid arguments and disputes.

poor negotiators are as follows: knowing your material well, keeping it friendly (professional, but not confrontational), presenting the facts and letting the other party put there offer on the table first, before making any

Some of the things that my partner was incredibly good at, was creating and claiming value, and anchoring. Right from the start of the negotiation she began to create value by mentioning that her project would normally take a year to finish, and continued to do so across the entire negotiation. She began by anchoring at her Aspiration Point, which was ten weeks. I made the mistake of not re-anchoring correctly. After she did this, I mistakenly said I would allow her two weeks to finish her project, when I should have said something like "unfortunately we will have to appoint someone else to your project" to start off. I think the reason I made this mistake was because I was trying too hard to maintain a relationship and I gave into allowing her to finish her project and this led me to become somewhat of a soft-bargainer.

Negotiation is one of the most common approaches used to make decisions and manage disputes. It is also the major building block for many other alternative dispute resolution procedures. According to Christopher W (2012), negotiation is the principal way that people redefine an old relationship that is not working to their satisfaction or establish a new relationship where none existed before. Because negotiation is such a common problem-solving process, it is in everyone 's interest to become familiar with negotiating dynamics and skills. This section is designed to identify what worked well and not well in the negotiation. In addition, to present strategies that generally makes the negotiation more efficient and improvement in the next

Negotiation is one important part of both the professional and personal life in our everyday situations. It is critical for people to resolve disputes, distribute limited resources, and/or create something new that neither party could achieve on his or her own. Negotiations can range from coordinating project timelines with clients to asking for a raise to discussing holiday plans with family members.

climate, strategy to use and at the same time knowing BATNA of both parties to

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.

I used this setback in our transaction as an opportunity to signal a change in our BATNA. In a conversation with Rong regarding the buyers concerns she asked if I would adjust the property’s sales price. I told her in order for this transaction to move forward she needed to help her buyers move away from assertions back to fact-based statements. I explained to her that unless her buyers could produce evidence of damage to the property I wasn’t prepared to make concessions in excess of a reasonable credit for wear and tear. I expressed my desire to see the sale move forward and but in an effort to signal a change in BATNA told Rong

I feel that if you are a good negotiator, the other party or the situation that you are negotiating with doesn’t really matter. A good negotiator always has several alternatives, so that they don’t get stuck in negotiations or a situation. You have to know what you are doing and if it will benefit you in a negotiation.