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Win-Win Negotiations. Karen Nostrant Siena Heights University LDR 655-OA Summer 2013 Dr. Patricia L. McDonald. We will explore the differences of

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win win negotiations

Win-Win Negotiations

Karen Nostrant

Siena Heights University

LDR 655-OA Summer 2013

Dr. Patricia L. McDonald

slide2

We will explore the differences of

what a professional negotiator is and what a professional negotiator conducts the negotiation process. Win-win negotiations are a positive way of negotiating with people in business or in your everyday life.

professional negotiator and negotiating professional
Professional Negotiator and Negotiating Professional

According to Pinet and Sander;

What is the difference between a negotiating professional and a professional negotiator? A negotiating professional is probably someone who does something for a living, and has to negotiate once in a while to get it done. A professional negotiator negotiates for a living. She or he is a hired gun who goes forth to handle complex negotiations for others as a service. Most of us would fall into the category of negotiating professionals employing negotiating skills as one of many professional skills required to do our jobs (2013 p. 21).

slide4
We will explore the negotiation process as a professional since that is what most of us will do doing as leaders.

According to the Harvard business Review, "Negotiation

informs all aspects of business life. Every interaction--with

customers, with suppliers, and even with partners and

investors-- involve some kind of negotiation" (2011).

slide5

As a negotiating professional there are many different ways to negotiate, however the one that seems to me to be the best possible solution is the win-win negotiation process.

slide6

While building trust among the leaders in your organization and building strategies within your organization will help you as a negotiator, you will be known as a trusted leader. According to Koeszegi; "there has been a shift toward the establishment of long-term relationships between individuals within and between organizations, caused by the emergence of new organizational forms stressing collaboration within teams and across organizational boundaries" (2004 p.640).

there are steps we must take as a negotiator prior to the meeting
There are steps we must take as a negotiator prior to the meeting
  • 1. Must do research on our opponent and determine what their goals are.
  • 2. We must determine our goals and what we need from the negotiation process and what we are willing to give up during the process.
  • 3. We must have trust between the negotiator and the opponent.
what tools as negotiators do we have at our disposable that will help us in the negotiation process
What tools as negotiators do we have at our disposable that will help us in the negotiation process.

As negotiators we can initiate phone calls to get to know our opponent.

2. Then we need to ask ourselves as negotiators what are we willing to give

up During the negotiating process?

3. Are we ready to give something up as equal value or less value in order

to obtain our goal?

slide9

By giving of equal value your opponent will feel they have

also gained in the negotiations process. Also never make

promises in a negotiation process if you are

unsure you can deliver what you have promised.

It is far better to say to your opponent can I get

back to you on this at a later time of negotiation

process. If we follow these steps; then we as a

negotiator will have accomplished trust with our

opponent and will have started a relationship with

that person, which will be a plus for us at future

negotiations.

communication process
Communication Process

email negotiations tend to feature much less "schmoozing" than

face-to-face negotiations, resulting in less relationship-building and

more task-focused communication (with less overall rapport reported

between parties). Rapport helps to engender positive emotion and trust.

Brief telephone calls prior to negotiating will help to develop cooperative

relationships, positive emotions, and trust, thus leading to higher outcomes

than strictly e-mail-based negotiations. E-mail negotiations are more

likely to include negative effect, lower rapport, and higher impasse

rate if the other negotiator is perceived in groups. (In our simulation, most

students perceive the other party to be an out group member, while other

students in their class playing the same role represent the in group).

Males negotiating with males tend to have less cooperative negotiations

than mixed-sex dyads (2006).

conclusion
Conclusion

After reading the winning negotiation book and the only negotiation book

you’ll ever need has enlighten me as to the reason why we as leaders must

earn trust within our organizations. In order for us to conduct a win-win

negotiation among our colleagues we must have trust with each other and

be willing to give each side some kind of compromise so we do not burn

our bridges within the organization we work for. As leaders if we have a

trusting relationship within the different departments we do business with

on a daily basis we can conduct win-win negotiation where both sides feel

they have accomplished their goals. So in order to have a win –win outcome

all forms of communication should be utilized in order to have cohesive

communication within the negotiation process. This will facilitate into a

winning solution for both sides. Our world is ever changing in the

technology world so as leaders we also must be willing to learn new ways

of communicating and negotiating in order to achieve the win-win negotiation process.

references
References
  • Harvard Business Review (2011). Harvard business review on winning negotiations. Boston, Massachusetts
  • Pinet, A., and Sander, P., (2013). The only negotiation book you\'ll ever need. Avon, MA
  • Holtom, B. C., & Kenworthy-U\'Ren, A.,L. (2006). Electronic negotiation: A teaching tool for encouraging student self- reflection. Negotiation Journal, 22(3), 303-324. Retrieved from http://search.proquest.com/docview/205154165?accountid=28644
  • Koeszegi, S. T. (2004). Trust-building strategies in inter- organizational negotiations. Journal of Managerial Psychology, 19(6), 640-660. Retrieved from http://search. proquest.com/docview /215868441accountid=28644
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