The Negotiation Of Watkins's ( 2002 ) Framework

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The following discussion will describe and analyse the negotiation utilising Watkins’s (2002) framework. This framework was chosen because it covers both the key tasks involved in the negotiation process and separates these into preparation (away from the table) and execution (at the table) situations. This is both an intuitive and holistic approach for reviewing a negotiation process. Away from the Table At the Table Diagnosing the situation Analyse the structure of the negotiation and develop hypotheses about counterparts’ interests and alternatives. Learn in order to test and hone your hypotheses. Shaping the structure Shape who participates and how current negotiations are linked to others. Work to set the agenda and frame what is at stake. Managing the process Plan how to learn and influence counterparts’ perceptions of the bargaining range. Influence counterparts’ perceptions of what is acceptable. Assessing the results Establish goals before going to the table. Between sessions, evaluate how you are doing. Periodically assess what is happening so you can make midcourse corrections. (Source: Watkins, 2002 p.29) Watkins (2002) argues that it is short-sighted to focus only on what happens at the negotiating table. The preparation undertaken away from the table is critical for setting the platform for the negotiating session (Watkins, 2002; Falcao, 2012). Therefore, it is critical to analyse the context, process, planning and other activities that occur away from the

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