Procurement Officer

Gina Blair and Daniel Trent cooperate and collaborate to achieve a common objective throughout their negotiation. A cooperative negotiation style is demonstrated as they combine their points of view regarding their clients concerns with outcomes to effectively solve the issues raised. The main focus of the negotiation is to reach an agreement rather than a continuous dispute. Accordingly, the conflicting objectives were resolved by compromises and solutions but forward by both Gina and Daniel. The negotiation style used between Gina and Daniel is described as principled negotiation where both parties jointly attack the problems arising to achieve a compromise.

By taking this course, we have learned the different types of negotiations and the strategies to be used in

Getting to YES, Negotiating Agreement Without Giving In is an excellent book that discusses the best methods of negotiation. The book is divided into three sections that include defining the problem, the method to solve it, and possible scenarios that may arise when using these methods. Each section is broken down into a series of chapters that is simple to navigate and outlines each of the ideas in a way that is easy for any reader to comprehend. There are also several real life explanations for each issue that make the concepts easier to apply and understand. These ideas are reflective of a method developed by the Harvard Negotiation Project called “principled negotiation”. This method combines the two ideas of soft and hard negotiation

More often than not, people or organizations negotiate to come to a bargain. The process is about give and take ahead of decisions. Thus, the goal of successful negotiation is to obtain a fair outcome, including value and risks, for all parties involved. To achieve such a goal, negotiators have to keep clean and honest relationships. Di Frances supports this idea assuming “successful negotiation is an art, not a science. The three most important concerns and elements in any negotiation are the

Negotiations are a part of daily life whether we are aware of them occurring or not. In everything that we do there are preferred end results and the end results are likely to affect more than one person. The goal in this however, is to ensure that all parties are equally benefited from the actions and reactions that occur to create that end result. While some dealings are done in a more subtle manner without a great deal of negotiation per say there are other situations that would warrant more vocalized mutually acceptable compromises. The purpose of this paper will be to effectively explain a situation of which required negotiation on the part of both parties that almost all of us have endured and that would be the process of buying a

Please fully address each of the five question prompts below. Use specific (but brief) examples to illustrate your insights, where appropriate. Please do not fall into the trap of describing what you said, and then what they said, and then what you said, and then what they said, and then what you said, and so on….. (this is evidence of a weak response). Where appropriate, make connections to our course readings and discussions.

The book starts with identifying the problem associated with negotiation. The authors emphasize that the major challenge associated with negotiations is that people take positions, bargain over their opening position and then make small concessions to reach to a new position. Even if one of the participants decides to take a soft position in the negotiation, it does not result in an effective negotiation as the one who takes the hard position dominates the soft player. The authors have clearly highlighted that for a negotiation to be effective it should produce a wise agreement, be efficient and should not damage the existing relationship. A positional

Negotiation is a fundamental form of dispute resolution involving two or more parties (Michelle, M.2003). Negotiations can also take place in order to avoid any future disputes. It can be either an interpersonal or inter-group process. Negotiations can occur at international or corporate level and also at a personal level. Negotiations often involve give and take acknowledging that there is interdependence between the disputants to some extent to achieve the goal. This means that negotiations only arise when the goals cannot be achieved independently (Lewicki and Saunders et al., 1997). Interdependence means the both parties can influence the outcome for the other party and vice versa. The negotiations can be win-lose or win-win in nature.

The value of being prepared cannot be overstated when it comes to negotiations. Failure to understand one 's best alternative to a negotiated agreement (BATNA) options is one example of poor planning that can leave a party at the mercy of another. Such is the case of the Pacific Oil Company (POC) case study where POC and Reliant Corporation worked together to negotiate a business contract for the supply and purchase of a vinyl chloride monomer (VCM) product. The negotiation process did not go as planned, and the following will explain the case overview, provide insight to the various negotiation styles and tactics utilized in the negotiation process, and explore the anticipated outcome of the contract negotiations.

Although, I am not that strong in leading a negotiation towards it’s ultimate goal. In order to increase the probability of a successful negotiation, for me as an individual, first I should identify the required steps and the order they should be taken in the course of a negotiation and try not to skip any step. The second item in my action plan is to improve my ability to construct trust-based negotiation. If trust is the basis of a negotiation, then both involved parties can think of a long relationship rather than one time transaction and it is what matters.

Negotiation is viewed differently across various cultures. While many Americans view the process of negotiation as competitive, the Asian community is more likely to view negotiation as a means of information sharing (Lewicki, Barry, & Saunders, 2010). I have found that many Americans generally view the negotiation process as being a distributive process and can be assertive when it comes to negotiation. Some cultures view negotiation as either distributive or integrative. There are several different managerial perspectives in how culture can influence negotiation.

In this critical analysis, I will review the failures of negotiation for a contract renewal between the TexasAgs Oil Company and Cousins Corporation. The key failures identified are: planning the negotiation, identifying BATNA, the role of mediator or alternative negotiator, power in negotiation and the intangibles of a negotiation. Thereafter I will review approaches adopted by both parties and present with a recommendation to the protagonist.

The second and more productive type of negotiation is compositional dealing. Both sides understand that their objectives are not totally unrelated and they assist one another accomplish their targets. There are various conditions that energise compositional dealing. The primary is to host both groups set objectives. These can incorporate basic objectives, imparted objective or joint objectives. The following step is to have the inspiration and responsibility to cooperate. Studies show that groups who accept they can cooperate are normally ready to do as such. Both sides must be prepared to adjust their arranging manner to one another ((Warschaw, Tessa (1980).

I have learned throughout this course that there are several styles of negotiation. There are several ways to negotiate. We’ve learned about distributive and integrative negotiation. Negotiations can involve hardball tactics as well. This is not necessarily the best way to conduct negotiations; we’ve also studied ways in which to manage negotiations.

Most of the companies in the word have the need to negotiate to obtain the resources they require to produce, transport or sell their services or products. Negotiation is a process that requires two or more parts involve that need something that only the counterpart can offer. Is in that moment when the negotiation begins, so the parties can find a solution that will satisfy the needs they have. In this process, the parties may assume they have different interest that can go against their best interests, based on the impression or stereotype they have of the counterpart. This mistrust may increase when the parties are from different cultures or have different backgrounds, since negotiations are not only between companies from the same country, but also with companies from different countries. An example of this is the negotiations between international companies from American and Asian countries, a situation that is increasing a cause of the globalization. An even though this cultures know that negotiations is a significant component in business, there are differences in how this process is approached by American and Asian cultures.