LDRS 400 Managing Conflict Lecture 8 Negotiation Pt 1 ✓ Solved

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LDRS 400 MANAGING CONFLICT Lecture #8 Negotiation – Pt. 1 GETTING

Reflect on the concepts of negotiation as defined by Fisher & Ury, Leigh Thompson, and Max H. Bazerman and Don A. Moore. Consider the different approaches to negotiation: soft, hard, and principled negotiation. Discuss the advantages of principled negotiation and compare it to positional bargaining. Identify and elaborate on William Ury's four principles of negotiation and their significance in achieving successful outcomes. Finally, reflect on your own experiences with decision-making and negotiation over the past year, addressing the questions posed in class.

Paper For Above Instructions

Negotiation is a fundamental aspect of human interaction, vital in resolving conflicts and achieving mutually beneficial agreements. This paper seeks to explore the definitions of negotiation, differentiate between various negotiation styles, particularly focusing on principled negotiation, and reflect on personal experiences related to decision-making and negotiation.

Definitions of Negotiation

Fisher and Ury (2011) define negotiation as “a back and forth communication designed to reach an agreement when you and the other side have some interests that are shared and others that are opposed” (Fisher et al., 2011). This invigorates the essence of negotiation as a dialogic process where interests converge and diverge, underscoring the importance of communication in fruitful negotiations. Similarly, Thompson (2014) views negotiation as an “interpersonal decision-making process” necessary when objectives cannot be achieved independently. Bazerman and Moore (2013) add to this definition by emphasizing the pivotal role of preferences in negotiations, suggesting that reaching a joint decision necessitates effective negotiation tactics. The ability to negotiate is crucial in both personal and professional contexts, enabling parties to express their interests, seek compromises, and forge agreements.

Approaches to Negotiation

Negotiation can generally be categorized into three distinct styles: soft, hard, and principled. A soft negotiator is typically conflict-averse, making concessions readily in pursuit of agreement. While this approach fosters a collaborative atmosphere, it can often leave the soft negotiator feeling exploited (Fisher et al., 2011). In contrast, a hard negotiator views negotiation as a contest and strives to overpower the other party, resulting in potential long-term damage to relationships and resources. This combative approach tends to yield unfavorable conditions and outcomes for all involved (Fisher et al., 2011).

Principled negotiation, advocated by Fisher and Ury, contrasts sharply with soft and hard styles. This method seeks to establish a win-win scenario through collaborative problem-solving, emphasizing mutual interests and objective criteria (Fisher et al., 2011). The key principles of principled negotiation include separating people from the problem, focusing on interests rather than positions, generating options for mutual gain, and utilizing objective criteria for outcomes (Fisher et al., 2011). Each principle serves to facilitate a productive negotiation environment, reducing the risks associated with positional bargaining which often hinders progress.

The Advantages of Principled Negotiation

Principled negotiation prioritizes the long-term relationship between parties while resolving disputes effectively. By focusing on the underlying interests rather than rigid positions, parties are encouraged to explore creative solutions that satisfy both sides. This approach also enhances the efficiency of negotiations, avoiding protracted disputes common in positional bargaining (Ury, 2007). Furthermore, principled negotiation contributes to the creation of durable agreements that reflect the genuine needs of all parties involved, ultimately fostering trust and collaboration (Fisher et al., 2011).

William Ury's Four Principles of Negotiation

William Ury emphasizes four fundamental principles to guide effective negotiation:

  1. People: Separate the people from the problem. This principle highlights the importance of treating the other party as a collaborator rather than an adversary.
  2. Interests: Focus on interests, not positions. This entails understanding the motivations behind each party's stance.
  3. Options: Generate multiple options for mutual gain. The goal is to brainstorm potential solutions before evaluating them.
  4. Criteria: Insist on objective criteria. Outcomes should be based on fair standards rather than pressure or arbitrary demands.

Each principle is interrelated, allowing negotiators to approach problems holistically without compromising their integrity or relationships.

Personal Reflection on Decision-Making

Reflecting on my last twelve months, I identified several crucial decisions that involved negotiation. Among them, I had to negotiate deadlines on academic assignments, communicate effectively with teammates on project deliverables, and clarify expectations with peers in group scenarios. Here are eight significant decisions:

  • 1. Accepting a job offer (negotiated salary)
  • 2. Devising a project timeline with teammates (negotiating roles)
  • 3. Discussing deadlines with a professor (requesting extensions)
  • 4. Choosing a vendor for a group project (negotiating terms)
  • 5. Planning an event budget (allocation of funds)
  • 6. Rescheduling a meeting (finding a mutual time)
  • 7. Setting personal boundaries (establishing limits)
  • 8. Compromising on a shared living space arrangement (discussing responsibilities)

The decisions marked with an asterisk (*) represent negotiations with other parties. Evaluating these negotiations, I found the experience of negotiating my job offer particularly challenging, facing a 7 out of 10 on the difficulty scale. This negotiation ended positively, as I secured a suitable salary and benefits aligning with my expectations.

Conclusion

Negotiation is an integral part of human interaction, informed by various styles and principles that impact relationships and outcomes. Principled negotiation stands out for its capacity to foster collaboration and achieve mutually beneficial agreements. By embracing Ury's principles of negotiation and reflecting on personal experiences, it becomes clear that effective negotiation is foundational not only in resolving conflicts but also in enhancing interpersonal relationships.

References

  • Bazerman, M.H., & Moore, D.A. (2013). Judgment in Managerial Decision Making. Wiley.
  • Fisher, R., Ury, W.L., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Group USA, Inc.
  • Thompson, L. (2014). The Mind and Heart of the Negotiator. Pearson.
  • Ury, W. (2007). Getting Past No: Negotiating with Difficult People. Bantam Books.
  • Fisher, R., & Ury, W.L. (1991). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
  • Ury, W., & Fisher, R. (1993). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
  • Neale, M.A., & Bazerman, M.H. (1992). Negotiating Rationally. Free Press.
  • Raiffa, H. (1982). Negotiation Analysis: The Science and Art of Collaborative Decision-Making. Harvard University Press.
  • Malhotra, D., & Bazerman, M.H. (2008). Negotiation Genius: Strategies for Overcoming Obstacles and Getting What You Want. Harvard Business Review Press.
  • Carnevale, P.J., & Pruitt, D.G. (1992). Negotiation in Social Conflict. Mountain View, CA: Mayfield Publishing Company.

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