Constraints In Negotiations

Gina Blair and Daniel Trent cooperate and collaborate to achieve a common objective throughout their negotiation. A cooperative negotiation style is demonstrated as they combine their points of view regarding their clients concerns with outcomes to effectively solve the issues raised. The main focus of the negotiation is to reach an agreement rather than a continuous dispute. Accordingly, the conflicting objectives were resolved by compromises and solutions but forward by both Gina and Daniel. The negotiation style used between Gina and Daniel is described as principled negotiation where both parties jointly attack the problems arising to achieve a compromise.

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.

“Instead of approaching the problem in a competitive as distributive bargaining (claiming value only for one), the integrative negotiation the parties adopt an attitude aimed at solving the problem and seek a favorable outcome for both” (Business Blog Review, 2011).

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.

You both got a little hot under the collar and Jim then prepared a bill based on the

Though one may favor exchange processes that conclude with a social association that values the idea of equality, however Blau states that exchange processes can “give rise to differentiation of power” (Blau 1964: 114), which results with relation to superordination and subordination. Blau explains this disequilibrium as a result of needs for resources from unlike partners and efforts among equals to gain advantages over the other (Blau 1964: 114). Relating to intrinsic rewards, if one counterpart gains a reward from the exchange, the other counterpart expects repayment in the form of future wards – hence the principle of reciprocity (Blau 1964: 121). Reciprocity between unlike counterparts creates this sense of imbalance

According to Zetik & Stuhlmacher (2002), each negotiator has unique goals which exist at abstract levels, such as values, and at more concrete levels, such as task goals. Also, the symmetry of the other party’s goals could influence the outcome of negotiation as well (Zetik & Stuhlmacher 2002). As a result,

Whether you are looking for a promotion or starting a new job, salary negotiation provides one of the best routes to increase your pay package. Unfortunately many people do not think of negotiating because they feel uncomfortable or are outright scared. A study conducted by Salary.com, extricates the divide by revealing that a sizable 18% of people do not negotiate for pay. The same statistics indicate that a whopping 44% of people have never considered bringing the issue to the negotiating table. The gender divide is also evident, since more women than men find themselves in this bracket.

In this negotiation exercise, I was assigned as the Seaborne Governor’s negotiator as part of a six member party meeting to negotiate a deal with Harborco to build and operate a deepwater port off the coast of Seaborne. The Governor on the whole was very interested in seeing this deepwater port built in Seaborne as she believes that the size of the project would provide the stimulus for a dramatic recovery in the state.

It is a complex social process which already becomes part and parcel of our society.

Whether it is at work, church or in our private relationships, negotiations are a necessary tool for reaching an agreement. They are made by discussing each parties point of view with the aim being to reach an agreement that is mutually beneficial. For the most part, negotiation is the process by which those people involved successfully adopt or abandon their respective position through the use of positional bargaining. There are different types of approaches for the negotiation process - some hard and others soft in their manner of approach. The desired outcome of

The topic for my real world negotiation is to come to an agreement with my supervisor for a promotion as well as an increased salary. I currently work as a student assistant at the student services Planning, Enrollment Management, and Student Affairs (PEMSA) department. My goal is to increase my hourly pay from $10.15 to $12.70, a 25% increase. Having worked in this department for three years, I have taken on tasks not part of my job description such as processing return mail, data entry, and supervision.

1) This statement is neither wise nor unwise in and of itself, but depends entirely on context. There are times when "tracking the moves" of the interested parties, which is one of the mediator's primary tasks, would consist first and foremost of noting and handling personal conflicts between these parties, but this is very much dependent on the dynamics around the table. In general, the advice given to the mediator in this statement would have to be considered "unwise," as only when personal conflicts actually become a problem should this become the central concern of the mediator. The advice given to interested parties is likely to be more frequently applicable and "wise," as there are numerous circumstances that can be imagined when keeping certain information regarding one's interests would be beneficial to the negotiating process while cooperating with the established process of negotiation is usually advantageous. Both of these general rules can and should be violated in many circumstances, however, as it is quite often beneficial to be open and direct about one's ends, one's willingness to compromise, and other aspects of one's interests. Likewise it can be wise in some situations to purposefully resist or disrupt the mediator's attempt to control negotiations, especially in instances where the mediator begins to show more willingness to direct negotiations than is appropriate for a disinterested party. This occurred during the Rockville negotiations in particular,

All Inclusive, 7 night vacation in the Mayan Riviera; heaven… with family! A total of 15 people decided to plan a vacation. Throw a few people that are extremely stubborn with a few that are picky and some that are price sensitive and you have a messy multiparty negotiation. Luckily we all agreed on the location quickly as most of the group has not travelled there before.

At this stage negotiators stop focusing on their opponent’s needs and priorities and state their own needs and priorities. It is about creating value for your side and asking for the value that you want in exchange. It is the most highly competitive stage of negotiation. Arguments often take place about the value of items on either side of the equation and whether sufficient value is being offered from the opposing side in exchange. It is important that these arguments are handled even handedly even when negative tactics such as threats are used to move one or the other side to action (Craver, 2004).