How to Become a Better Negotiator

Topics: Negotiation, Bargaining, Best alternative to a negotiated agreement Pages: 5 (2072 words) Published: October 2, 2013
Book Report
How to Become a Better Negotiator, Second Edition by Richard A. Luecke and James G. Patterson was the book that I chose to read. The book was an excellent easy read with very informative and knowledgeable content. Getting acquaintance with the skills and techniques of bargaining will enable your negotiation abilities to become more powerful and therefore lead you to a successful path to reaching what you want and deserve. This Negotiation book along with Getting to Yes , have many similar philosophies, concepts, and techniques to help guide a negotiator reach a wise agreement that is efficient and amicable. How to Become a Better Negotiator is composed into 9 chapters. Each chapter contains story examples, questions, tips, and discussion questions at the end of the chapter that serve as a review to help better improve a negotiators abilities. Moreover, Chapter 1: Win- Lose or Win-Win, illustrates these types of negotiations. A “Win-Win” resolution would be more effective in the long run. Relationships in this type of negotiation are of high importance as they can help create value through trade as they collaborate with each other on an agreement. Conversely, in a Win-Lose negotiation, the characteristics are that a relationship with the other party is not of high importance. Each side is focused on a fixed price. The book uses a pie as an example to demonstrate how each party attempts to take as much as they can for themselves leaving the other side with a much smaller slice as possible. In Getting to Yes, they refer this type of negotiation to be “Hard”. The parties are adversaries and the goal is victory: I win, you lose, it is a type of positional bargaining of that can break the relationship between the two parties. Therefore, it puts the relationship to risk as the conditions of a relationship depend on the concessions being made. Chapter 2: Indispensible Concepts are the importance of having the three concepts of: alternatives and reserve price to prepare you for a negotiation. In reference to Getting to Yes, How to Become a Better Negotiator also introduces the theory of having an alternative called, BATNA ( Best Alternative to a Negotiation Agreement) which employs the negotiator to bargain in a position with higher strength with confidence. Mutually, both books suggest that you should in advance prepare some alternatives that set a base to know when to walk away from a negotiation if it fails to give you what you want, and or if your alternative is better than the current negotiation being offered. Another concept introduced is to have a reserved price which should be your “walk away” price to a negotiation if it exceeds your limit. As a seller, you should come up with a numerical number before entering a negotiation that will be the lowest price you would accept a deal and a buyer should know what his highest price paid would be. This gives you an idea of how much you have available to haggle with. In Getting to Yes, they refer this concept as a “Trip Wire” standard; it’s like a bottom line which provides you with a margin in reserve. Chapter 3: Communication Styles introduces four different styles of which people usually fall in one or a few depending on the situation. The first style is Listeners - they’re people orientated who take their time in making a decisions, good mediators and team builders, but they are not high risk takers and find it hard to say no. Second style is Creators – they too are people orientated who are very enthusiastic with the concept of ideas. Their good energy is contagious, but they fail to implement ideas as they are impulsive people sidetracked by having fun. They also are known to change the subject when feeling stressed. The third style is Doers – are less people orientated. They are very assertive, task orientated, and competitive. Their main problem is that they may be arrogant, not as good of a listener and often forget to reflect of their decisions before...
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