Getting To Yes: Objective Criteria; Negojujitsu

Getting To Yes Ch 5 Objective Criteria Ch 7 Negojujitsu Ch

Getting to Yes: Ch. 5 (Objective Criteria); Ch. 7 (Nego.Jujitsu); Ch. 8 (Hard Bargainers) 250 words For this week choose one of the following prompts. (Make sure to respond to two of your classmates) 1.) What is one many takeaway you have learned from Getting to Yes? 2.) Reflect on a quote, concept, or passage that stuck out to you from this week's readings or lecture. 3.) Using this week' readings, lecture and discussion, is there anything you can do differently to improve your negotiations. 4.) Connect this week's readings, lecture and discussions to a real world conflict. This example could be past or present. It can also be local, national or international. Make sure to highlight how the concept/theory/your epiphany applies to the real-life example.

Paper For Above instruction

One of the most valuable lessons I have learned from "Getting to Yes" is the importance of focusing on objective criteria during negotiations. This approach emphasizes that negotiations should be based on fair standards and principles rather than solely on perceived power or pressure. By relying on objective criteria, negotiators can facilitate agreements that are justifiable and mutually acceptable, reducing the likelihood of destructive conflicts and impasses. For instance, instead of bargaining over subjective perceptions, negotiators can refer to market values, legal standards, or expert opinions to support their positions. This method fosters a collaborative environment where both parties feel guided by fairness rather than manipulation or coercion.

Another key insight from the reading is the concept of "NegoJujitsu," which involves redirecting aggressive tactics and anchoring negotiations on mutual interests. When faced with hardball tactics or positional bargaining, employing NegoJujitsu allows one to deflect hostility and instead focus on problem-solving. It teaches negotiators to use the other party's aggressive moves to steer discussions toward areas of agreement and common ground, rather than escalation. This technique not only preserves relationships but also enhances the likelihood of reaching a sustainable consensus. For example, instead of reciprocating hostility, a negotiator practicing NegoJujitsu might respond with questions that expose underlying interests and facilitate creative solutions.

Applying these principles in real-world situations can significantly improve negotiation outcomes. For example, in labor disputes, using objective criteria such as industry wage standards or financial reports can guide fair agreements. Additionally, employing NegoJujitsu in high-stakes negotiations can prevent conflicts from spiraling out of control, allowing for constructive dialogue. Overall, integrating objective standards and tactical de-escalation methods can transform adversarial negotiations into collaborative problem-solving sessions, leading to more durable and satisfactory agreements.

References

• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin.
• Lewicki, R. J., Saunders, D. M., & Barry, B. (2015). Negotiation. McGraw-Hill Education.
• Thompson, L. (2015). The Mind and Heart of the Negotiator. Pearson.
• Ury, W. (1991). Getting Past No: Negotiating with Difficult People. Bantam Books.
• Raiffa, H. (2002). Negotiation Analysis: The Science and Art of Collaborative Decision Making. Harvard University Press.
• Follett, M. P. (1940). Dynamic Administration: The Collected Papers of Mary Parker Follett. Harper.
• Korobkin, R., & Roberts, J. (2014). To Settle or Not to Settle: The Effects of Incomplete Information and Litigation Costs. Journal of Empirical Legal Studies.
• Shell, G. R. (2019). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin.
• Neale, M. A., & Bazerman, M. H. (1991). Cognition and Rationality in Negotiation. The Free Press.