Planning Guide: What Are The Issues To Be Negotiated ✓ Solved

Planning Guide1 What Are The Issues To Be Negotiated2 What Are The

Identify the key issues to be negotiated, determine the priorities among these issues, understand the underlying interests, establish your walkaway points and BATNAs (Best Alternative To a Negotiated Agreement), set target points and opening proposals, recognize the constituencies you are accountable to, and gather information about the other negotiator’s interests, style, and reputation. Develop a strategy for the negotiation, including tactics for presenting and defending arguments. Determine the protocol—location, timing, participants, agenda, note-taking—and prepare a backup plan if negotiations fail.

Sample Paper For Above instruction

Introduction

Effective negotiation planning is critical for achieving desired outcomes in any bargaining situation. Preparing thoroughly involves understanding the issues to be negotiated, establishing priorities, and formulating strategic approaches. This essay explores essential elements of a comprehensive negotiation plan, emphasizing the importance of identifying issues, interests, and limits, as well as developing tactics and protocols to maximize success.

Identifying Issues and Priorities

The first step in negotiation planning is to identify the core issues to be addressed. These issues define what is on the bargaining table and set the scope of negotiations. Once identified, it is crucial to prioritize these issues based on their importance to each party, as well as the potential impact on overall outcomes. For example, in a business contract negotiation, issues may include price, delivery schedules, and service quality, with price often being the most critical concern.

Effective prioritization enables negotiators to focus on the most vital concerns while being flexible on less critical issues. It also facilitates trade-offs, allowing parties to make concessions in less important areas to gain advantages on higher-priority issues. Clear prioritization helps in formulating a bargaining mix that aligns with strategic objectives.

Understanding Interests and Limits

Beyond issues, negotiators must comprehend the underlying interests that drive each party’s positions. Interests often include needs, desires, fears, and values, which are behind explicit demands. Recognizing these interests allows for creative solutions that satisfy both sides and can lead to more sustainable agreements. For instance, a supplier concerned about profit margins (interest) may be willing to offer discounts if assured of long-term partnership (interest).

Establishing walkaway points and BATNAs is essential for knowing the limits of acceptable agreements. Walkaway points define the minimum or maximum thresholds; if negotiations cannot meet these, the party should exit. BATNAs serve as fallback options if negotiations collapse, ensuring that each side understands their alternatives and is prepared to walk away if need be.

Setting Targets, Opening Offers, and Developing Strategy

Target points are the ideal outcomes negotiators aim for, while opening offers are initial proposals designed to leave room for concessions. Careful calibration of these figures increases the likelihood of achieving favorable results. Additionally, a coherent overall strategy—whether collaborative, competitive, or principled—informs the approach taken during negotiations.

Preparing persuasive arguments and defenses involves research, documentation, and the use of visual aids like charts and graphs. Tactics might include framing proposals in ways that highlight mutual benefits or employing persuasive communication techniques. Understanding the other side’s interests and style helps tailor these tactics effectively.

Protocol, Setting, and Contingency Planning

Negotiation protocol pertains to where and when negotiations occur, who participates, and the agenda to be followed. Establishing clear procedures ensures a structured process and efficient use of time. Recording minutes and notes helps document agreements or outstanding issues.

Having a backup plan is crucial. If negotiations fail, parties should have alternative courses of action, such as pursuing other partners, legal remedies, or strategic pivots. This preparedness strengthens bargaining position and reduces dependence on a single negotiation outcome.

Conclusion

Preparing for negotiation involves a multidimensional approach: defining issues, understanding interests, establishing limits, and strategizing tactics. Effective planning enhances the ability to reach mutually beneficial agreements and ensures that negotiators are equipped to handle complex bargaining environments with confidence and clarity.

References

• Fisher, R., Ury, W. L., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin.
• Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin Books.
• Thompson, L. (2015). The Mind and Heart of the Negotiator. Pearson Education.
• Carnevale, P. J., & Pruitt, D. G. (1992). Negotiation in Social Conflict. Open University Press.
• Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
• Raiffa, H. (2002). The Art and Science of Negotiation. Harvard University Press.
• Fisher, R., & Ury, W. (1981). Getting to Yes: Negotiating Agreement Without Giving In. Penguin.
• Wall, J. A., & Shell, G. R. (2000). Using negotiation jujitsu to resolve disputes. Negotiation Journal, 16(2), 153-168.
• Thompson, L. (2010). The Truth About Negotiations. Pearson.
• Lax, D. A., & Sebenius, J. K. (1986). The Manager as Negotiator. Free Press.