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Business Negotiation Analysis

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Method of Negotiation Negotiation could become complex when people are emotionally involved with the problem (Fischer, Ury and Patton, 1981). Therefore, the author believes that it is critical for negotiators to recognize three negotiation principles. First, negotiators might not only have interest regarding the matter that they would like to discuss, but also the relationship with another negotiator. If one could foresee and not conflict with the most important aspect of the other party, it could potentially be easier to steer the negotiation accordingly to get what each party values the most.
Nonetheless, negotiators should avoid taking statements personally. Not only because problems should be simplified, but this …show more content…

Integrative bargaining is when both negotiators focus on all parties' best interest (Provis, 2000). To achieve a win-win situation, the maximum amount of information from each party is expected to be exchanged. The advantage of this tactic includes extensive communication required as well as the profound trust that could be built during the negotiation process because of the information received regarding the other party. On the other hand, the disadvantage of integrative bargaining tactic could be possible deception or overexaggeration from either or both of the parties. Thereby, it could result in misunderstanding or even failed negotiation due to the destruction of trust. Hence, the author suggests that the securest way to conduct integrative negotiation is to maintain good intention and honesty ourselves, reserve a fair amount of business information, develop communication skills to detect dishonesties, and always have a contingency plan. Considering the other party could be unpredictable, it would be wise to practice some self-defensive …show more content…

Without trust, negotiators are reluctant to communicate or demonstrate honesty themselves (Thompson, Wang and Gunia, 2010). Thereby, the first step towards an effective negotiation practice would be building a positive and trusting relationship with other negotiators. Meanwhile, cultural dimension theory is practical at the stage. Other than not to overgeneralize all negotiators, by knowing how to act upon their familiar cultural dimension will ease the tense of the conversation. In addition, an effective negotiation practice includes understanding when to use high- or low-context communication to avoid misinterpretation or miscommunication (Jonasson and Lauring, 2012). Besides, by demonstrating the same level of agreeableness and extraversion while communicating can positively affect the negotiators' psychological state, which leads to the possible success of negotiation (Wilson et al.,

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Where such is the case, it is important to prepare adequately to engage in a conversation with such individuals if desirable outcomes are to be achieved. This can be achieved in three ways. First, one can develop a visualization of the direction the conversation is likely to take so as to institute appropriate measures to ensure that the conversation flows to a

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Not only in the business organizations but also in our daily lives, it is not uncommon that we, human beings, end up interacting with one another. Chatting, discussing, or negotiating – whatever form it may take, we communicate our ideas with one another. Through these communications, we either form bonds or doubts. While there are many theories that try to explain how an individual think, let us focus on the theory that shows how a person interacts with another individual using ego states. The transactional theory of Eric Berne attempts to let us understand how an individual possesses a multi-faceted personality that can be observed through verbal and non-verbal communication.

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Lewicki and Hiam (1999:190-191) provide a list of reasons or circumstances a negotiator might decide to be accommodative. These include trust, respect, good feeling, and peace, to name but a few. The issue of trust is the foremost important objective for choosing accommodating negotiation style. All parties may want to build some level of trust between each other or not to destroy trust by pressing too much on one’s own outcome concerns. Second, a negotiator may also want to maintain or show some degree of respect to the other party’s skills as well as their contribution to

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As described earlier in the introduction part, I have recalled different courses of negotiation in my life from which I have tried to figure out my weaknesses and strengths. Before the negotiation course, I could only realize some of my capacity and limits, for example I might be good at emotional control and bad at active listening. I believed they were not all the weaknesses and strengths that I should realize. In addition, I found it hard to hone my strengths and improve my weaknesses because (i) I did not see negotiation in systematic viewpoint (ii) I have not had enough negotiation experiences. Thankfully, this course has shed the new light on the wide scope of negotiations and how they should be conducted.

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The example in chapter 15 is by all means applicable to what is going in the boardroom. There is both a Western and non-Western way of negotiating represented and what makes it hard to carry the process forward is related to what have been mentioned above. For the Europeans, the goal is the to close the deal, and for the Chinese it is to create a life-long partnership, which according to the Westerns, can be dealt with later. Instead of forming long-term relationships, the detailed contracts and legal aspects are in focus for the Europeans, who can be considered as particularists. Westerners have more of a win-lose, competitive approach, whereas the non-Westerners has more of a consensus-building, win-win, integrative approach.

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