The Ideal Models Of Negotiation

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.

“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).

Negotiation is a fundamental form of dispute resolution involving two or more parties (Michelle, M.2003). Negotiations can also take place in order to avoid any future disputes. It can be either an interpersonal or inter-group process. Negotiations can occur at international or corporate level and also at a personal level. Negotiations often involve give and take acknowledging that there is interdependence between the disputants to some extent to achieve the goal. This means that negotiations only arise when the goals cannot be achieved independently (Lewicki and Saunders et al., 1997). Interdependence means the both parties can influence the outcome for the other party and vice versa. The negotiations can be win-lose or win-win in nature.

In China, they don’t believe time is a barrier and don’t put much into deadlines like the Americans. Chinese see the relationship building as their driver of time, rather then getting tasks accomplished in a short period of time. The Chinese people generally believe that a considerable amount of time should be invested in establishing a general climate of understanding, trust, and willingness to help, in matters quite apart from the specific business issues brought to the table. Producing a satisfactory agreement in as short a time as possible may be one of their least concerns. Therefore, the non-task sounding stage of negotiation often witnesses much time spending in establishing rapport and getting to know their partners. The Americans grew frustrated with this approach at the start of the negotiation as well as when Mr. Brickley

Retrieved from http://www.japantoday.com/category/lifestyle/view/differences-in-business-culture-between-japan-and-west Viswat, L., & Kobayashi, J. (2012, March 28). Negotiation Styles - Similarities and Differences between American and Japanese University Students. Journal of Intercultural Communication, 1404(28). Retrieved from

This paper shows cultural differences between Iranians, Chinese and Indians in business negotiations based on interviews with three businessmen: an American citizen who set up a general trading company in China, an Iranian Canadian citizen who has a trading company in Iran, and an Indian America who set up a business in India. The interview questions focused on cultural elements based on Hofstede’s research: power distance, low-high context, and general business behavior in these countries.

Consequently, negotiation is a process that can be approached in many ways. No matter what strategy we choose, success lies in how well we prepared. The key to negotiating a beneficial outcome is the negotiators’ ability to consider all the elements of the situation carefully and to identify and think through the options. At the same time, negotiators must be able to keep events in perspective and be as fair and honest as circumstance allows. Because a common ground or interest has brought the parties to the negotiating table, a negotiator can benefit by trying to capitalize on this common

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

However, beneath the iceberg, we have value, beliefs, norms and assumptions. These are all important factors of the negotiator that a negotiator who is unfamiliar with the culture would not be aware of if they simply showed up to the negotiation without first conducting research (Thompson, 2014).

In this negotiation, we learned that it is important to research your opponent, to understand their culture, not only of their country or backgrounds, but also their company culture. When we are able to understand our opponent’s way of thinking about business and doing business we can then understand how to approach a negotiation situation with them. In this exercise, we learned that it is difficult for us to adjust when it involves breaking or acting in a way opposite of what we are accustomed to. We also learned that although my classmates live in the same country as we do, their upbringings may have similarities to their origin country and will therefore help them to communicate and adjust to that country’s norms and standards. We were surprised how we were able to stay in character although it was hard and it was surprising how people responded when they were unaware of your intentions and strategies. If we had to do this exercise again, what we can do is do more research on our opponents so that we would have an idea of what to expect in the negotiation table.

Communication styles in negotiation are probably one of the most important skills or characteristics one will develop over a lifetime. From the point a human being begins to develop cognitive skills, the process of learning and understanding situations become more apparent. One will learn from a very young age the dynamics and characteristics of communication and its role in negotiation. To better understand the communication process, one must be able to recognize how they communicate, whether it is on an assertive, aggressive, passive, or passive-aggressive level of communication. The manner in which one conveys his/her message is critical, and the many methods in which they do it is

According to Halpert et al.’s Path model, negotiation consists of different phases such as preparation, differentiation, exploration, and exchange. The preparation phase in our previous negotiation became an essential part that played a role of evaluation of both parties positions in our successful outcome.

Some cultures would not take some negotiating tactics well. Chinese, for example, value interpersonal relationships in any sort of deal, so threats and attempts at intimidation will most likely backfire with them (Chang, 2006).

Another element of the American culture is the egalitarianism. The high regard of equality can be seen in the pursuit of equal opportunities, in the refusal of authority and paternalism, the requirement of participation as well as in the preference of informal behavior. (Stahl/Langeloh/Kühlmann, 1999: 57)

Negotiation is all about a strategy. The end result is usually to end a problem that someone is having, whether it is personally or