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" Robert Estabrook
To disagree in a polite, yet friendly manner, while appearing to agree, is perhaps the most effective way of being a diplomat in negotiation exchanges. In negotiations, the advantage is lost if one loses one's stance of calm, caring concern for the other party's interests. One will find success at the negotiating table when one seeks not to offend or insult, which is the result of losing this concern. Even if one does it unknowingly, one loses face, as well as a good portion of one's negotiating power. A principled negotiator will not lose face for any reason.
Jan Ulijn is a researcher of intercultural negotiations and states "Professional technical communicators increasingly find themselves in a negotiation situation where cultural differences have caused misperceptions." Ulijn proposes that with the globalization of the world economy, it is imperative that managers, both present and future, be sensitive to differences in cultures and seek to deal with the opposition on their own grounds. "When in Rome, do as the Romans do" is the most effective way of dealing with those of other cultures or genders who would take offense at, and perceive as slights, seemingly innocuous actions within one's own gender or culture. Being disagreeable without knowing it, is perhaps the height of miscommunication.
Information is a negotiator's greatest weapon." Victor Kiam
When approaching the negotiating table, one must observe everything. The platform upon which negotiations take place, the potential gains and losses anticipated by both sides, and the negotiators themselves. One must engage one's opponent as a partner and learn all there is to know about him or her. Are they a hard or soft bargainer? Do they play dirty tricks? What is their personal...
As a detective approaches a mystery, one must obtain all clues available in order to find the solution to compromise and mutual agreement. In their book Getting to Yes: Negotiating Agreement Without Giving In, Fisher, Ury and Patton state that one must separate the people from the problems and focus on interests, rather than positions. To find success in negotiations means that one conceptualizes the people on the other side of the table as known entities that can be dealt with separately from the negotiations, yet they are the conduit through which one is negotiating.
Works Cited
Fisher, Robert, Ury, William L., Patton, Bruce. Getting to Yes: Negotiating Agreements Without Giving In, 2nd Rep/Edition. New York: Penguin Books. 1991.
Shell, G. Richard. Bargaining for Advantage: Negotiation Strategies for Reasonable People, Penguin Books. 1999.
Ulijn, Jan M., O'Duell, Michael, and Robertson. Stephen A. "Teaching Business Plan Negotiation: Fostering Entrepreneurship Among Business and Engineering Students." Business Communication Quarterly. March, 2004. 67: 41-57.
G. Richard Shell, Bargaining for Advantage: Negotiation Strategies for Reasonable People, Penguin Books (1999), p. 6.
Jan M. Ulijn, Michael O'Duell, & Stephen A. Robertson, "Teaching Business Plan Negotiation: Fostering Entrepreneurship Among Business and Engineering Students," Business Communication Quarterly, March, 2004, 67: 41-57
Robert Fisher, William L. Ury, Bruce Patton, Getting to Yes: Negotiating Agreement Without Giving In, 2nd Rep/Edition. New York: Penguin Books, 1991.
Works Cited
Fisher, Robert, Ury, William L., Patton, Bruce. Getting to Yes: Negotiating Agreements Without Giving In, 2nd Rep/Edition. New York: Penguin Books. 1991.
Shell, G. Richard. Bargaining for Advantage: Negotiation Strategies for Reasonable People, Penguin Books. 1999.
Ulijn, Jan M., O'Duell, Michael, and Robertson. Stephen A. "Teaching Business Plan Negotiation: Fostering Entrepreneurship Among Business and Engineering Students." Business Communication Quarterly. March, 2004. 67: 41-57.
G. Richard Shell, Bargaining for Advantage: Negotiation Strategies for Reasonable People, Penguin Books (1999), p. 6.
Negotiating Muslim Youth Identity in a Post-9/11 World Cynthia White Tindongan's article "Negotiating Muslim Youth Identity in a Post-9/11 World" discusses with regard to Muslim individuals in the contemporary society and with regard to young Muslims in the U.S. In particular. The writer promotes the idea that it would be impossible for a young Muslim person in the contemporary society to ignore effects associated with events that have shaped public opinion
Negotiating Skills Six Skills: Some Strengths, Some Weaknesses Of the skills identified by Fisher and Davis in their article, "Six Interpersonal Skills for a Negotiator's Repertoire," there are two in which I believe I already excel. The first of these is remaining rational in the face of strong feelings; though I am very passionate about many issues -- passionate about any issue in which I take a real interest, in fact --
Negotiating a trip to California with my spouse I lived in California for more than four years and all of my dearest friends still live there. When I moved to Washington DC I planned to revisit California frequently but I became absorbed in my schooling and never had the time to plan a trip. After my marriage I made an agreement with my wife to never travel on my own, except
Negotiating Strategy Principled Negotiation and Cooperation According to an article provided by the Conflict Research Consortium (CRC)(1998), one style of negotiation that has achieved favor in modern business practice is Principled Negotiation. This calls for an interest in achieving a meaningful compromise in which both parties have cause to accept the terms of an agreement. According to the article William Ury and Roger Fisher first advocated this form of negotiation as a
Moreover, both parties can "win" and gain something. Creativity is valued in this form of negotiation as a way to come up with new ideas that will allow both parties to feel satisfied. In other words, the win/lose aspect of competitive negotiation is shunned, and it is assumed that the needs of both parties can be met. The communication in a collaborative negotiation reflects this assumption. In order to
In retrospect, the argument could have been made that the Chevrolet Cavalier was very old and was not worth $3,000, even with a brand-new windshield, horn and the maintenance agreement worth $300. A counter-offer a $2,500 could have been proposed and negotiations could have continued until Archie conceded a few more dollars or the deal broke down. As noted above, though, a secondary objective was to successfully complete the