Milestone Two Guidelines And Rubric

Milestone Two Guidelines And Rubric

Effective negotiations are designed with four key focus areas in mind: people, interests, options, and criteria (PIOC). Focusing on these four variables assists in reaching a successful negotiation outcome, a key deliverable for this milestone. Refer to Module One for information regarding PIOC. Discussions on possible ZOPA and BATNA agreements should also be reviewed in the completion of this milestone. In addition to submitting a draft of Section III: PIOC Analysis Overview, you will also include Section IV: Communication Strategies of the final project.

Section IV asks you to consider the overt and tacit communication strategies that can be used during the negotiations, as well as their benefits and risks. These two sections should be revised, based on instructor feedback, and then submitted as part of your analysis and negotiation coaching recommendations for executive leadership final project, due in Module Ten. Specifically, your milestone submission must address the following critical elements:

PIOC Analysis Overview

• Formulate appropriate phrasing for the CHRO’s opening remarks that separate the people from the problems. Your phrasing must be based on principled negotiation practices.
• Identify case-specific negotiating positions and rephrase them as interests. For example, Sharon Slade and Alice Jones’ ZOPA and BATNA positions should be referred to as case-specific negotiating interests, including rationales.
• You may use a table to illustrate each position and the relevant interest.
• Recommend options that can address the parties’ integrative interests.
• Use open, closed, alternative, and leading questions to craft an integrative bargaining proposal, considering creative options.
• Identify objective criteria for measuring distributive elements of the negotiation, explaining reasoning.

Communication Strategies

• Identify examples of effective overt communication and explain your reasoning.
• Explain how to respond to risky proposals from the executive using overt communication strategies.
• Identify situations where tacit communication is important and provide examples of how to use non-verbal cues in upcoming meetings.
• Contrast benefits and risks of overt and tacit communication methods, discussing their appropriateness in this negotiation.
• Recommend options that address both distributive and integrative interests, utilizing both communication methods with Sharon Slade.
• Consider potential blind spots Sharon Slade may have, referencing the Johari window, and address these when recommending negotiation positions to promote a win-win outcome.

The paper must be submitted as a three-page Microsoft Word document, double spaced, 12-point Times New Roman, one-inch margins, and cite at least three scholarly sources in APA format. Alternatively, a five- to six-slide PowerPoint presentation with speaker notes is acceptable, maintaining professional quality and APA format.

Paper For Above instruction

Effective negotiation strategies are essential in resolving complex organizational disputes, especially at executive levels where interests are often deeply rooted and stakes are high. A core principle in negotiation theory is to focus on four key areas: people, interests, options, and criteria (PIOC). By emphasizing these elements, negotiators can foster collaborative relationships while working toward mutually beneficial outcomes. This paper explores how a Chief Human Resources Officer (CHRO) can leverage PIOC during negotiations with an executive facing severance considerations, ensuring the process remains productive, respectful, and strategically sound.

Introduction

The foundation of successful negotiation lies in separating the people from the problems, a core tenet of principled negotiation developed by Fisher and Ury (1981). This approach promotes maintaining positive relationships despite disagreements, by emphasizing interests over positions and avoiding personal attacks. In the context of a severance negotiation involving Sharon Slade and Alice Jones, this principle guides the opening remarks to set a collaborative tone. A potential opening statement by the CHRO could be: "I want us to work together to find an agreement that respects both your needs and the organization’s goals, focusing on solutions that benefit us all." This phrasing underscores respect for the individual while steering the conversation toward problem-solving.

Identifying and Rephrasing Negotiating Positions as Interests

In negotiations, positions often represent stated demands, such as a specific severance package. However, reformulating these positions into interests reveals underlying concerns and priorities. For example, Alice Jones’ position of seeking a 52-week severance package can be rephrased as: "Having a 52-week severance allows sufficient time to secure new employment and coordinate family relocation." This interest emphasizes the need for financial security and stability, providing a basis for exploring creative solutions. Table 1 illustrates various positions and their interests:

Rephrasing positions into interests fosters understanding and opens avenues for integrative bargaining.

Developing Options for Integrative Interests

Options should address shared interests, such as financial security and professional stability. Creative solutions might include phased separations, outplacement services, or flexible transition periods. Utilizing open questions like "What would an ideal transition look like for both parties?" can generate ideas that satisfy mutual concerns. For example, offering a three-month extension of benefits coupled with outplacement support may meet the key interests identified. Such options promote collaboration and help uncover mutually acceptable compromises.

Objective Criteria for Distributive Elements

Objective criteria provide benchmarks to evaluate offers fairly, preventing subjective disagreements. In severance negotiations, criteria might include industry standards, company policies, legal requirements, and market comparables. For instance, referencing the average severance pay within the industry provides a fair basis for discussion. Additionally, considering the employee’s length of service and contribution can serve as equitable criteria. Explaining these choices underscores their fairness and roots in external standards rather than arbitrary demands.

Communication Strategies

Effective overt communication involves clear, respectful, and strategic expressions. If the executive proposes a risk-laden idea, such as refusing severance benefits, the response could be: "I appreciate your perspective, but from a human resources viewpoint, offering a severance package is essential to support your transition and uphold organizational integrity." This assertive yet respectful reply maintains professionalism.

Tacit communication, including body language, can also influence negotiations. For example, maintaining open posture and eye contact signals engagement and sincerity. If the negotiator subtly leans forward, it conveys interest and urgency. Conversely, a closed posture might indicate defensiveness or disagreement.

Benefits of overt communication include clarity and documentation, reducing misunderstandings. Tacit cues foster trust but risk misinterpretation if not aligned with verbal messages. For instance, a nervous fidget might be perceived as dishonesty, even if the verbal message is positive. Therefore, balancing both methods enhances negotiation effectiveness.

Addressing Blind Spots with the Johari Window

The Johari window framework suggests that negotiators can have hidden or blind areas of self-awareness (Luft & Ingham, 1955). Sharon Slade may be unaware of certain stereotypes or assumptions influencing her negotiation style, while Alice Jones might possess insights into organizational constraints or priorities. Recognizing these blind spots enables more strategic positioning. For example, risk-averse tendencies might lead Sharon to hesitate on creative options, whereas Alice’s knowledge of company flexibility can inform more bold proposals.

By acknowledging these potential blind spots, Sharon can adopt more open, interest-based approaches, fostering trust and transparency. Incorporating feedback and active listening ensures that both parties’ underlying interests are addressed, setting the stage for a negotiated win-win outcome.

Conclusion

Negotiation success depends on effectively applying the principles of PIOC, crafting interests from positions, and strategically using communication methods. By focusing on interests rather than positional bargaining, negotiators can generate creative solutions that satisfy both parties. Integrating overt and tacit communication methods, while being aware of blind spots via tools like the Johari window, further enhances the likelihood of reaching an equitable and sustainable agreement. This comprehensive approach aligns with best practices in negotiation and ensures that stakeholders’ needs are thoughtfully balanced.

References

• Fisher, R., & Ury, W. (1981). Getting to yes: Negotiating agreement without giving in. Penguin Books.
• Luft, J., & Ingham, H. (1955). The Johari window: A graphic model of interpersonal awareness. Proceedings of the western training laboratory in group development.
• Shell, G. R. (2006). Bargaining for advantage: Negotiation strategies for reasonable people. Penguin.
• Fisher, R., & Shapiro, D. (2005). Beyond reason: Using emotions as you negotiate. Penguin.
• Karrass, J., & Courson, D. (2006). The negotiations book: Your guide to mastering every negotiation. Fireside.
• Thompson, L. (2012). The mind and heart of the negotiator. Pearson.
• Raiffa, H. (2002). Negotiation analysis: The science and art of collaborative decision making. Harvard University Press.
• Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
• Ury, W. (1991). Getting past no: Negotiating with difficult people. Bantam Books.
• Bolton, R. (1986). Negotiating skills in organizations. Wiley.