Negotiation Reflection

Topics: Negotiation, Dispute resolution, Mediation Pages: 3 (1072 words) Published: December 22, 2012
Negotiation is one of the most common approaches used to make decisions and manage disputes. It is also the major building block for many other alternative dispute resolution procedures. According to Christopher W (2012), negotiation is the principal way that people redefine an old relationship that is not working to their satisfaction or establish a new relationship where none existed before. Because negotiation is such a common problem-solving process, it is in everyone's interest to become familiar with negotiating dynamics and skills. This section is designed to identify what worked well and not well in the negotiation. In addition, to present strategies that generally makes the negotiation more efficient and improvement in the next time.

In the previous negotiation, our team worked well in kinds of part during the negotiation. Firstly, BATNA (Best Alternative to a Negotiated Agreement) is one of the greatest dangers in negotiation is being too committed to reaching an agreement that you would be better off without (The University of Newcastle, 2008). Thus, the stronger the BATNA the greater the ability to “walk away” from an unsatisfactory negotiation and if an impasse is reached we are clear on how to handle the situation and can avoid labouring the process and risking damaging relationships. Moreover, we used “Cool and Calm” these kinds of emotion in a negotiation process and that lead increasing the perceived values of our negotiation. According to The University of Newcastle (2008), emotion is based on feeling and can be difficult to rebut as it is an intangible and hence is a powerful negotiation approach if used strategically and not overused. Therefore, it can be effectively used to maintain position against a factual or logical approach. Furthermore, we also used a great negotiation power that is legitimate power. It is a tactic against another party by bringing in someone who has the influence to make important decisions, and who has credibility...
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