Chapter 4 Negotiation : Strategy and Planning

Planning is a critically important activity in negotiation. As we noted at the outset, however, negotiators frequently fail to plan for a variety of reasons. Effective planning allows negotiators to design a road map that will guide them to agreement. While this map may frequently need to be modified and updated as discussions with the other side proceed, and as the world around the negotiation changes, working from the map is far more effective than attempting to work without it. A negotiator who carefully plans will make an effort to do the following:
1. Understand the key issues that must be resolved in the upcoming negotiations;
2. assemble all the issues together and understand the complexity of the bargaining mix;
3. understand and define the key interests at stake that underlie the issues;
4. define the limits – points where we will walk away – and alternatives – other deals we could do if this deal does not work out;
5. clarify the targets to be achieved and the opening points – where we will begin the discussion;
6. understand my constituents and what they expect of me;
7. understand the other party in the negotiation – their goals, issues, strategies, interests, limits, alternatives, targets, openings and authority;
8. plan the process by which I will present and “sell” my ideas to the other party;
9. define the important points of protocol in the process – the agenda, who will be at the table or observing the negotiation, where and when we will negotiate
When negotiators are able to consider and evaluate each of these factors, they will know what they want and will have a clear sense of direction on how to proceed. This sense of direction, and the confidence derived from it, is a very important factor in affecting negotiating outcomes.

Chapter 3 Strate and Tactics of Integrative Negotiation

Summary


In this chapter, we have reviewed the strategy and tactics of integrative negotiation. The fundamental structure of integrative negotiation is one within which the parties are able to define goals that allow both sides to achieve their objectives. Integrative negotiation is the process of defining these goals and engaging in a process that permits both parties to maximize their objectives.
The chapter began with an overview of the integrative negotiation process. A high level of concern for both sides achieving their own objectives propels a collaborative, problem-solving approach. Negotiators frequently fail at integrative negotiation because they fail to perceive the integrative potential of the negotiating situation. However, breakdowns also occur due to distributive assumptions about negotiating, the mixed-motive nature of the issues, or the negotiators' previous relationship with each other. Successful integrative negotiation requires several processes. First, the parties must understand each other's true needs and objectives. Second, they must create a free flow of information and an open exchange of ideas. Third, they must focus on their similarities, emphasizing their commonalities rather than their differences. Finally, they must engage in at search for solutions that meet the goals of the both sides. This is a very different set of processes from those in distributive bargaining. The four key steps in the integrative negotiation process are identifying and defining the problem, identifying interests and needs, generating alternative solutions, and evaluating and selecting alternatives. For each of these steps, we discussed techniques and tactics to make the process successful.
We then discussed various factors that facilitate successful integrative negotiation. First, the process will be greatly facilitated by some form of common goal or objective. This goal may be one that the parties both want to achieve, one they want to share, or one they could not possibly attain unless they worked together. Second, they must have faith in their problem-solving ability. Third, the parties must be willing to believe that the other's needs are valid. Fourth, they must share a motivation and commitment to work together, to make their relationship a productive one. Fifth, they must be able to trust each other and to work hard to establish and maintain that trust. Sixth, there must be clear and accurate communication about what each one wants and an effort to understand the other's needs. Instead of talking the other out of his or her needs or failing to acknowledge them as important, negotiators must be willing to work for both their own needs and the other's needs to find the best joint arrangement. Finally, there must be an understanding of the dynamics of integrative negotiations.
In spite of all of these suggestions, integrative negotiation is not easy, especially for parties who are locked in conflict defensiveness, and a hard-line position. Only by working to create the necessary conditions for integrative negotiation can the process unfold successfully.
Posted by wtitting communication at 7:56 PM

Chapter 2 Strategy and Tactics of Distributive Bargaining

Summary

In this chapter, we looked at the key elements of distributive bargaining, namely, the bargaining mix, the BATNA, the bargaining range, the settlement point and the stalemate.

We realized that, although ethical concerns exist for using distributive bargaining tactics, it is still important to study distributive bargaining so that negotiators can succeed in situations that are distributive.

We studied positions commonly taken during the bargaining process such as the initial offer and the resistance point and we looked at strategies for closing a deal.

In Nigeria, most negotiation situations are exclusively distributive, with very little use made of integrative negotiation. Hence, knowledge of distributive bargaining will help a manager succeed in distributive bargaining situations because of the prevalence of the use of this mode of negotiation here.

Chapter 1 The Nature of Negotiation

Summary

In this chapter, we learn that interdependence is the relationship between people and groups that often leads them to negotiate.

In negotiations, there is usually a conflict of needs and desires between all parties involved, and there is need to engage in mutual adjustment of one’s expectations of outcomes from the bargaining process. Hence, in negotiations, there is a give-and-take process that usually occurs.

Successful negotiation involves the management of tangibles and intangibles as all parties involved try to move towards their settlement point and try to claim value from the negotiation.

Introduction : What is Leadership Communication ?

In this chapter, a leader is defined as person who guides, directs, inspires or motivates others. Communication is defined as the transmission of meaning from one person to another.

Here, we learn that effective leadership depends greatly on effective communication and effective communication depends greatly on projecting a positive ethos.

In my work as sales manager, I have found that customers respond better to individuals who they deem to be credible and trustworthy and I have learnt that credibility is built over time.

In giving presentations to customers, I have found it very helpful to do an analysis of my listening audience to customise my presentation to the listeners in the room. Sometimes, the listeners are highly technical people who understand technical phrases and acronyms. At other times, they are people from the commercial side of the business and so my presentation has to be adapted to suit them and technical terms reduced to the barest minimum.

Chapter 1 Developing Leadership 'Communication strategy

Summary

Leaders need to consider strategy in communication just as they do in other areas of their business, profession, or life. Strategy consist of two actions: determining goals and developing a plan to achieve them.
Establishing a clear purpose: Leaders recognize that communication has consequences; you need to be sure the results you produce are those you intend. To achieve your intended results, you first need to establish a clear purpose. You will usually find that you have one of three general purposes:
To inform- transferring facts, data, or information to someone
To persuade- convincing someone to do something
To instruct- instructing someone in a process
Generating ideas: If you find you need to analyze an idea before presenting it to others, you will probably find one of the following four methods useful in helping you to push your thinking:
Brainstorming
Idea mapping
The Journalist’s Questions:
The decision tree

Chapter 12 Best Practices in Negotiations

Summary

The purpose of this chapter is to provide us of negotiation with an overview of the field of negotiation, perspective on the breadth and depth of the subprocesses of negotiation, and an appreciation for the art and science of negotiation. We reflect on negotiation at a broad level by providing 10 “best practices” for negotiators.
1. Be Prepared
better prepared have numerous advantages, including the ability to analze the other party's offers more effectively and efficiently.
2. Diagnose the fundamental structure of the negotiation
Using strategies and tactics that are mismatched will lead to suboptimal negotiation outcomes.
3. Identify and work away
especially important because this is the option that likely will be chosen should an agreement not be reached.
4. Be willing to walk away
Willing to walk away from a negotiation when no agreement is better than a poor agreement.
5. Master the Key Paradoxes of Negotiation
5.1 Claiming Value versus Creating Value
5.2 Sticking by Your Principles versus Being Resilient to the Flow
5.3 Sticking with the Strategy versus Opportunistic Pursuit of New options
5.4 Honest and Open versus Closed and Opaque
5.5 Trust versus Distrust
6. Remember the intangibles
Frequently affect negotiation in a negative way and they often operate out of the negotiation’s awareness
7. Actively manage coalitions
7.1 Coalitions against you
7.2 Coalitions that support you
7.3 Loose, underfined coalitions that my materize either for against you
8. Savor and protect your reputation
Starting negotiations with a positive reputation is essential, and negotiators should be vigilant in protecting their reputations.
9. Remember that rationality and fairness are relative
9.1 they can question their own perceptions of fairness and ground them in clear principles
9.2 they can find external benchmarks and examples the suggest fair outcomes
9.3 illuminates definitions of fairness held by the other party and engage in dialogue
10. Continue to learn from the experience
The best negotiators continue to learn from the experience.