Getting To Yes Essay

These negotiation exercises are based on management-labor relations at Hormel Foods Corporation’s main plant in Austin, Minnesota. The local union was Local P-9 of the United Food and Commercial Workers (UFCW) Union. The simulations are intended to portray events that occurred at Hormel, rather than to reflect precise details in Hormel’s history. The company and union were intentionally disguised, with the aim of preventing possible bias in role-playing the exercises. The 1978 negotiation role-play presents a fairly accurate portrayal of management/labor relations at Hormel in 1978. The building of the new plant and the

Please fully address each of the five question prompts below. Use specific (but brief) examples to illustrate your insights, where appropriate. Please do not fall into the trap of describing what you said, and then what they said, and then what you said, and then what they said, and then what you said, and so on….. (this is evidence of a weak response). Where appropriate, make connections to our course readings and discussions.

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.

Assignment #1; a personal bargaining inventory was taken on myself in which there were five categories measured within my personal bargaining. Then, a summary of my findings was completed, with an improvement plan aimed at my personal negotiation style. The summary coupled with my improvement plan broadened my perception of my current negotiation style and the areas that I can improve upon.

Negotiation is mutual decision-making process that individuals undertake when they cannot achieve their objectives single-handedly. It can be defined as a process to exchange some objects or ideas between two or more parties with the intent of making benefits for all parties (Yadav, Kohli, & Kumar, 2016). During our Negotiation Simulation week we have participated in four negotiations. All negotiations were different in nature and content. In first week of our negotiation we performed as Japanese students who had to buy second hand car from an Australian dealer. It was a collaborative or collective form of negotiation as we all were agreed on everything and there was no specific point to argue upon anything and we cracked the deal from them at a selling price of $13000 with a down payment amount of $4500. Collective bargaining happens when two or more parties consisting of groups of people act collectively. The purpose is an agreement on issues that concern the group as a whole (Pienaar & Spoelstra, 1999). Our second negotiation simulation was about a book deal, where my group was a publisher named Best Books Ltd and our opposite group performed as Jamie Oliver, the writer of the book. Here we discussed about the royalties, number of copies to be published, number of countries where book will be launched, promotional activities, profit margin, copyrights etc. At the end deal was done because

When entering into contract negotiations, the objective of each side is to obtain a contract of greatest benefit to their organization. This desirable outcome never happens by chance; it is always the result of careful planning. A critical part of this planning is understainding the role of power. This includes determining who possesses the power in bargaining, and establishing strategies to bargain with individuals who have more power than you. This power is needed to obtain the advantage in negotiating which will increase the likelihood of obtaining the goal (Lewicki, Saunders & Barry, 2011). Once in the heat of negotiation, it can be too late to try to catch-up on planning which failed to occur before the negotiation process began.

At the conclusion of a “problem solving” negotiation simulation, the parties are to compare styles and tactics as well as identify the actual need of both sides.

The Southern express company exercise was immensely engaging. Every part of this exercise reflected nuances of various negotiation strategies. Involved negotiation parties implemented distinct negotiation tactics from positional bargaining to cooperative effort to reach the deal. The union team experienced the pressure of positional bargaining and effectively implemented lock-in strategy in the response of it. Most interestingly, this exercise illustrated the challenges of negotiation within the group, on the other hand, it has reflected the challenges in collective bargaining to attain the same goal. It is difficult to weigh one negotiation principle’s importance over the other. However, the most helpful strategies were

In Getting To Yes, the authors Fisher and Ury provide the reader with four values, which can help you, make your negotiation ticktacks more effective. The authors justify why its importance to have a wise and efficient agreement, since both parties positions are taken into account. The goal of this book is to provide the reader with a method of reaching a respectable agreement, and advance the negotiating parties relationship. A commonly used term I noticed in the text is positional bargaining, which Fisher and Ury describe as both parties opening their own position on the issue. They go into detail explaining that positional bargaining doesn’t lead to positive outcomes in the long run, since it tends to neglect some parties interests. The

The negotiation simulation was a very informative and interesting assignment from beginning to end. The practical application was unlike anything else we’ve been required to complete thus far in our program. The ability to openly engage in a mock negotiation was very insightful, and allowed me to further develop an understanding of the intricate underworking’s of the personal interactions and preparations that define how the negotiation unfolds. I enjoyed the insight into the perspective of the union’s side of negotiation, as I typically assume a perspective from management when considering negotiations and their implications. This allowed me to understand the viewpoint and strategies accompanying the union’s side of the negotiation, which could prove invaluable to me in the future.

In cooperation, Roger Fisher, William Ury, and Bruce Patton authored the book, Getting to Yes: Negotiating Agreement Without Giving In, to educate readers on how to become better, more effective negotiators. They start with describing their four principles for effective negotiation: People, Interests, Options, and Criteria. In addition, they describe three common obstacles to negotiation - when the other party is more powerful, what if they won't play, and when the other party uses dirty tricks - and discuss ways to overcome those obstacles. They also emphasize that all

Analyze how each party comes to GRIP with the negotiation challenge and what each party’s overall strategy might be.

The bargaining process and the manner in which it is approached is a crucial element to the success of reaching an agreement that both parties can be comfortable with. In reaching these agreements it’s important that it is ethical, rational, and is overall good faith. As a result, it is for that reason that bargaining, or collective bargaining has become a highly exercised method of effectively and collectively reaching the ultimate goal of establishing the terms of the relationship between the employee and employer.

Roger Fisher and William Ury’s book, Getting to Yes, proposes a variety of negotiation strategies and tools. The authors break their method down into four procedures and demonstrate them in common negotiation scenarios. They encourage readers to break away from the two extremes of soft and hard bargaining to seek a third approach. They call the third approach “principled negotiation” or “negotiation on the merits”. I submit that the procedures proposed in Getting to Yes alternatively break down to two simplistic themes, “Emotional Chess” and “Looking Behind the Curtain,” which are broadly applicable in contemporary negotiation. Additionally, I submit that within the authors’ procedures are four tactics which vary in applicability

First of all Negotiation is in a simple way is the process by which we obtain what we want from someone who wants something from us, more like a win-win situation. Therefore in this seminar a lot of issues were discussed within the area of Negotiation. We were provided with illustrative explanations and detailed knowledge on how to go about with negotiation especially in the sales field. Among the many things on the agenda was the negotiation process, motivation sources for people, peoples buying behavior or decisions on buying or not buying. In this paper, you will read more detail about the topic of negotiation and what surrounds it.