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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 -- I have never really let my passions get the better of me, but am willing and able to calmly and rationally define and support my passion in a manner that does not cloud the facts or their logical connections and that is able to take in opposing views and facts without feeling any umbrage or emotional stress. I actually find that the more deeply I care about something the easier it is for me to remain rational due to the increased pressure I feel to make sure my views are heard and understood. Emotional appeals might seem more warranted in the moment, but I know full well that a rational response is more likely to be persuasive and thus this is what I employ. I am also a very good questioner and listener, and try to make sure I understand others' perspectives and opinions through clarifying questions and attempts to state (out loud) others' positions to make sure my understanding is consistent with theirs. Again, this is the most effective way to make my own views relevant and thus persuasive.
At the same time, I have a definite weakness when it comes to appropriately expressing strong emotion. I do not tend to let my emotions get the better of me, as described above, but the reverse can be deleterious, as well: I sometimes (perhaps often) fail to make the strength of my emotions known, and can seem dispassionate when the exact opposite is true. Finding a way to remain consistently rational while still expressing strong emotions is something I have tried to work on without a great deal of success, I'm afraid.
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
Labor Negotiating Practices The issue of labor negotiating practices is one of the most important issues that companies must address. This is because the sensitiveness of labor problems is reflected in their legal implications. The battle between employers and employees becomes more and more difficult and requires advanced negotiation skills. Company's Stance towards Labor Issues The company that is analyzed in this case is represented by the companies that joined their forces in
"Cancellation, in particular, can have a profound and lasting affect on the organization and its employees." (Hormozi, 2000) Interdependence of Department in Organization The following statement is an excerpt from the work entitled "Knowledge Worker Team Effectiveness: The Role of Autonomy, interdependence, team development, and contextual support variables" written by Brian D. Janz, Jason a. Colquitt, Raymond a. Noe: Those studies that have examined teams of knowledge workers have employed samples of
Negotiation skills are important for various situations in life. Acquiring these skills early in life greatly reduces the chance that one will be taken advantage of by unscrupulous individuals. Negotiation skills can be used in the business environment as well as everyday life. For these reasons there is great value placed on having negotiations skills. The purpose of this discussion is to explain the use of negotiations in the context
Transferrable Skills Analysis (TSA) ExerciseScenario 1Dave is a 32-year-old male employed by a local telecommunication company as a cable splicer. He was injured when a drunk driver hit his company van resulting in a back injury limiting his ability to climb poles. Dave has a high school diploma and one semester of course work in electronics and computer technology from DeVry University. He is currently receiving worker�s compensation, and the
Beckton Dickson Case Study: Negotiation Strategy Becton Dickinson (BD) is recognized as a large family-owned concern with HQs in New Jersey that highlights diagnostic devices and healthcare. Establishment in 1897, Becton Dickinson has proven its status founded on a paternalistic human resource viewpoint, e.g. rewards loyalty and never fires anyone (Currie, 2006). In 1981, things had become different when Roger Kern was selected as the vice president of human resources. Kern