Student Name Course Section

Student Name Course Section

Assume that you are the negotiator who is tasked with a salary (on call time, step increases, overtime for captains and majors) and benefits (insurance while employed, insurance after retirement, accrual of leave time, retirement multipliers) dispute between a large municipal county with a strong mayor and the sheriff’s department for the county. You are negotiating the contract on behalf of the sheriff’s office. The purpose of this activity is to give you an opportunity to construct a field analysis on your relationship with a specific other negotiator.

This tool should be helpful when negotiators have to consider multiple parties—on their own side and on the other side—who can affect a negotiation outcome, and whose needs and interests must be considered. The metaphor for this planning tool is a soccer field. On the field would be members of your team and members of the other team. On the sidelines are backup players, coaches, trainers, and other team personnel. In the stands are “fans” who are watching the negotiation, members of the media, and other observers. Finally, the elements outside the stadium—such as the location, weather, and other “context factors”—can influence how the game unfolds and is played.

Using this framework, identify:

• Who is on your team on the field?
• Who is on their team on the field?
• Who is on your sidelines who can affect the play?
• Who is on their sidelines who can affect the play?
• Who is in your stands involved or interested?
• Who is in their stands involved or interested?
• What outside elements influence the negotiation, such as rules, climate, competitors, or industry changes?

Paper For Above instruction

The negotiation between the sheriff’s department and the municipal county involves complex interactions of multiple stakeholders, each playing a distinct role within a strategic "soccer field" framework. Understanding the composition and influence of these parties enhances the negotiator's capacity to develop effective strategies and anticipate potential challenges.

On My Team on the Field

As the negotiator representing the sheriff’s office, my immediate team includes deputies, legal advisors, HR personnel, and union representatives. These individuals are directly involved in the negotiation process, offering expertise on contractual language, labor laws, and operational impacts. Their collective knowledge and experience form the backbone of my negotiation stance, providing essential insights into realistic outcomes and concessions.

On Their Team on the Field

The county government officials, particularly representatives from the mayor’s office, finance department, and legal counsel, constitute the opposing team. They control fiscal resources and legislative authority, shaping the limits within which negotiations occur. Their priorities often focus on budget constraints and political considerations, which influence their willingness to meet the sheriff’s department’s demands.

On My Sidelines Who Can Affect Play

Support personnel such as senior law enforcement officers, union leaders, and legal consultants sit on my sidelines, ready to influence the negotiations. They can provide strategic advice, mobilize internal support, and deploy public relations tactics if negotiations reach a contentious phase. Their insights help me adapt strategies to internal and external pressures.

On Their Sidelines Who Can Affect Play

The county’s legal advisors, political advisors, and policy analysts are on the opposing sidelines. They can sway decision-making by introducing legal constraints, political pressures, or public opinion considerations. Their influence can shape the negotiation framework and the final agreement by framing issues in terms of legality or political viability.

In My Stands Involved or Interested

The community members, sheriff’s department staff, and local media follow the negotiations closely. They are interested because the outcome affects public safety, departmental morale, and local politics. Their support or opposition can influence public perception and, consequently, political will.

In Their Stands Involved or Interested

Local citizens, advocacy groups, and elected officials who are not directly involved in negotiations also watch unfoldings. Their interests may relate to law enforcement effectiveness, budget allocations, or community relations. Their opinions and reactions can sway political leaders or mobilize public pressure.

External Elements Influencing Negotiation

Several external factors impact the negotiation environment. The legal and political climate determines the scope of permissible actions and influences the negotiation’s tone. Industry shifts, such as emerging law enforcement standards or economic downturns, can tighten budget supplies or alter priorities. Changes in societal attitudes toward policing and labor rights further shape the negotiation landscape, necessitating adaptive strategies.

Conclusion

Effective negotiation in this context depends on a nuanced understanding of all parties and factors involved. Recognizing the players on the field, on the sidelines, in the stands, and the external conditions helps craft strategies that are responsive and resilient. This comprehensive analysis, modeled on the soccer field metaphor, enables the sheriff’s negotiator to anticipate moves, mitigate risks, and seek mutually beneficial agreements aligned with institutional priorities and community expectations.

References

• Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
• Lewicki, R. J., Saunders, D. M., & Barry, B. (2015). Negotiation. McGraw-Hill Education.
• Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin Books.
• Thompson, L. (2014). The Mind and Heart of the Negotiator. Pearson.
• Carnevale, J. B., & Pruitt, D. G. (1992). Negotiation in Social Conflict. McGraw-Hill.
• Kolb, D. M. (2014). Negotiation as a Social Process. Jossey-Bass.
• Rubin, J. Z., & Brown, B. R. (1975). The Social Psychology of Bargaining. Academic Press.
• Curhan, J. R., Elfenbein, H. A., & Xu, H. (2006). Processes, heuristics, and biases in negotiation. Adaptive Processes and Human Decision Making, 270-319.
• Shell, G. R. (2001). Making the major deal: Negotiation strategies for high stakes business and legal negotiations.
• Hart, D. M. (2022). Negotiating Police Contracts: Strategy and Tactics. Policy & Practice.