Negotiation Plan for Interview with the Mayor of Boston - Assignment Example

Negotiations - hypothetical analysis TEN-POINT NEGOTIATION PLAN 1. What is the setting? The setting is perfect. In the calm, pure waters of a lake someone with vested interests wishes to throw a stone to create ripples. The mayor of Boston has no issue as such yet he wishes to create an issue about lesser representation of women in the hiring committee of Central Medical Centre headed by Mr. Jonathan Brown. The person, who is bent upon raking it, seems to have some hidden agenda. When a politician raises an issue, it is done mostly with a motivated desire. In the present case, the Mayor of Boston is aware of the impeccable track record and the excellent reputation the hospital enjoys under the leadership of Mr. Jonathan Brown, and he therefore, is not interested in joining issues with him publicly. He desires that the deliberations be kept absolutely confidential. The hiring policy as envisaged and implemented by Mr. Brown is ideal as per his philosophy but he is out of step with the demands of the time. Mr. Brown’s convictions are right according to him, he has given a sterling medical institution to the public, he is taking care of his staff well, he has no trade union problems, the salaries and perquisites which his staff is paid is significantly higher than what is prevalent in the industry, he treats the staff very well and they adore him as a noble person, and the single point agenda of the Mayor of Boston is proportional representation of the female doctors in the hiring committee. 2. What kind of negotiator is on the other side? The negotiator on the other side is a politician, the Mayor of the city of Boston. Building one’s own power castle is the primary agenda of a politician, there could be rarest of the rare exceptions. By showing his concern for empowering women, he is playing to the gallery. The women employees of the hospital are happy with the administration of Mr. Brown and they are treated very well and get one of the best pay packets in the industry. The negotiator must be having some political compulsions and his desire to discuss the issue with Mr. Brown in confidence indicates that his intentions are not totally insincere. He feels that it is a policy issue and as the Mayor of the city, it is his duty to set right the things. 3. What are your interests? My interests are simple and straightforward. I have been pursuing this policy successfully for the past 35 years. I have no grudge against the womenfolk, absolutely nothing! What I pursue is the principles of the science of ergonomics—finding proper individuals for the proper assignments. I am convinced that women make good nurses, temperamentally they are suitable for that post, and I also believe that they make good doctors as well. But there are realistic problems in summoning them to the hospitals in case of emergencies, as women have the primary responsibilities at home. In the overall scheme of administration as envisaged by me, I do not intend to offer them the position of doctors. 4. What are your counterpart’s interests? His concern for the welfare and rights of women seems to be superficial in the present case. He is just counting his votes, and by raising a women-related issue, he is appealing to their emotions with the ultimate aim of converting the sympathy wave into votes. He is visualizing a formidable vote-bank in women and he is planning to turn the tide in his favor. But he is also aware of raking the issues against a reputed hospital, where the presence of the women in the hiring committee is about 16%. (male11, female 2) 5. Who will prepare the agenda and what will the agenda cover? Both the parties to the discussion are seized about the issue. It seems to be just a one point agenda. A formal agenda has not been circulated either from the side of Mr. Brown or from the side of the Mayor. The discussions will be of a confidential nature, as desired by the Mayor. This shows that the Mayor has some reservations in the back of his mind, and therefore he is insisting for a one to one meeting. This perhaps is the first meeting and the issue is at the preliminary stage. Anyone, who sincerely believes in the process of negotiations, cannot expect miraculous results in the first meeting itself. The confidentiality sought by the Mayor has positive indications also. He must have had the feedback that Mr. Brown is an upright and stubborn individual, having his own strong reasons for keeping a low percentage of women representatives in the hiring committee. 6. What is your BATNA? BATNA (best alternative to a negotiated agreement, i.e. what you do if the negotiations fail) I do not expect any favorable results to emerge from my discussions with the Mayor. I am sure he will leave the discussion forum, a better informed individual as for the women representation issue. He should know that I have not violated any provisions of the law of the land. I will convene a meeting of the hospital staff and inform them the outcome of my discussions. If my staff is happy and when I am legally on the right side, none can damage my reputation and the goodwill of the hospital. Print and Electronic media may raise this issue. But for every argument there is a counter-argument, and I am prepared to visit the Studio, face the people and explain the correct position. If an institution is run on healthy lines, and provides excellent health services for the past about 4 decades, no one should make an attempt to tarnish its fair image. The sole argument of the Mayor could be the proportion of the women doctors must be increased substantially to the ratio of 50-50. Same could be his argument as for the hiring committee. I will not offer immediate reaction, positive or negative to his demand. I would even concede that for an individual in his position and political power, it is a reasonable expectation. But the grassroots realities of running a medical institution where we have to deal with people with health problems, many of them the grave ones, the percentage arithmetic will alone not count. I would even request the Mayor to have a one to one chat with our male/female staff to let him have the first hand knowledge about the grievances if any, of the staff members. 7. What will you do if the negotiations reach an impasse? If the negotiations reach an impasse, in fact, I have nothing to do. I have made my position clear. No women staff in my hospital has any grievance about my present policy of hiring. I have no problems of ego either but I am proud of my achievements for which I have really worked hard for the last 35 years. We have built this institution and we will not allow any outside political force to break it. At present this country has very few sincere builders, and abundant political manipulators. I will try my best to breach the impasse with the positive frame of mind, and work on the principle stated in the book “Getting to Yes,” “Insist on using objective criteria. Try to reach a result based on standards independent of will. Reason and be open to reason, yield to principle….” (13) Two stubborn individuals are needed to reach the state of impasse, and I certainly would not like to be one of them. For achieving the breakthrough, William Ury in his book, “Getting Past No”, suggests five steps, which I consider are invaluable to me in the present context. They are, “The first step in the breakthrough strategy is to go to the balcony. Step two. The next barrier for you to overcome is the other side’s negative e emotions—their defensiveness, fear, suspicion, and hostility…Then other steps are “Reframe", "Build Them A Golden Bridge" and "Use Power To Educate."(11) I also feel that the Mayor seeks a dialogue with me to keep his records straight—should someone question him about the male/female ratio in the hiring committee of the hospital, he can defend his position by stating that he has discussed the issue with Mr. Brown and that he has agreed to review the position in due course. 8. What will you do if your counterpart uses dirty tactics or refuses to negotiate? Sorry to say, the present-day politicians are generally deceitful. The agenda of the politician and that of the administrator are generally different. The politician’s agenda is to win the next general election; an administrator’s agenda is to build a reputable institution for all time to come. I have handled and interacted with a number of politicians at various levels and my approach to all issues and individuals is-- meet good with good and evil with justice! Some of the politicians have been in-patients in this hospital. Turn the pages of the visitor’s book of the hospital, you will find their favorable impressions recorded there. The Mayor should win the confidences of the people by good policies, proper governance and corruption-free practices. I have principled approaches to all issues in my life, and administration of the hospital is no exception. I will not succumb to dirty tactics, but I am always open to new ideas that are in the interest of the hospital administration and welfare of the patients. Let it be perfectly understood-- I can never be browbeaten by threats and enticements of any sort. I will never sign an agreement out of fear or by coercion. William Ury in his book, “Getting Past No”, visualizes such a situation and he writes, “Your goal may be to reach mutually satisfactory agreement, but you may find the other side not at all interested.”(9)Through persuasion and pressure from those bigger than him in politics with whom I am acquainted with, I will make him agree not to leave the negotiation table, and let this local issue be solved at the local level. Let the issue concerning Boston be solved at Boston only and let it not lead to a national level debate. A confrontational approach would not in the long-term political interests of the Mayor. “Breakthrough Strategy,” is likely to yield results. The remedy for a complex situation like this has been aptly described by William Ury in his book, “Getting Past No.” I am also aware at the back of my mind that women empowerment is a sensitive issue and all the good work done by me and my colleagues for the last 35 years and the excellent reputation that we have built might come to a naught, when the situation may take a serious turn and Mr. Jonathan Brown and the Mayor of Boston will be powerless to tackle it at their levels. As the author puts it, “Obstructing the path are formidable barriers: your natural reactions, their hostile emotions, their positional behavior, their strong dissatisfaction, and their perceived power. You can overcome these barriers by applying the strategy of breakthrough negotiation. You don’t have to take no for an answer.”(171) 9. What are the terms of a deal? The terms of the deal are simple: Let status-quo be maintained. The position will be reviewed once in three years, and reformations deemed fit will be introduced. Unless a law is passed that provides proportional representation to women, an individual who manages an organization needs to have a free say in the matter. In such an organization the representation of women may be 80% or 20%. For example, in a school the representation of women teaching staff may exceed 90%--no problems about it. Women teachers can handle the students better than the male teachers and women have a natural aptitude for talking and teaching. I am willing to constitute a committee to look into the whole issue to give its recommendations. The terms of reference may be drafted with mutual consultations by the representatives to be appointed by the Mayor and by me. 10. How will you ensure compliance with the deal? Any deal is the outcome of the discussion. Whether I like it or not, for an individual holding a position, and who has some staff strength to govern, negotiations on one issue or the other, is the fact of life. William Ury in “Getting to Yes,” writes, “Like it or not, you are a negotiator. Negotiation is a fact of life…..whether in business, government, or the family, people reach most decisions through negotiations.”(Introduction, xvii) The deal is a signed document, and two witnesses affix their signatures. In addition, it is the deed of trust. The violator has to face the consequences. Conclusion: The Mayor of Boston is a political person and he must be having a high-pitched political ambition. His request for a confidential dialogue is the pointer to many issues. His intention, according to me, is not to strike the final bargain in the first meeting itself. Nevertheless, as a politician, he is in a difficult position. He is aware that he has one of the best medical institutions in Boston and the credit goes to Mr. Brown for having created such a facility that is popular with the people. The only complaint is, Mr. Brown has not provided proportional representation to women and when I try to view the issue objectively with an analytical mind, his attempt to negotiate the issue and try to come to a settlement is an upright approach. Social necessities need to go in tandem with the managerial requirements. Viewed from the political perspective, he is on the right track. But the thinking of Mr. Brown is governed by traditional values. So to build the golden bridge between the two contending forces, two opposing forces, is the best solution. The seemingly contradictory stands must be appreciated, and the concerned parties must see the writing on the wall, the unfavorable consequences of taking rigid posture on the issue. Personally, the two female members of the hiring committee may not have any issues with Mr. Brown. But if Mr. Brown agrees to increase their numbers, they would be the happiest individuals. Works Cited Fisher, Roger (Author),Ury, William L,(Author),Patton, Bruce(Editor). Getting to Yes: Negotiating Agreement Without Giving In. Penguin (Non-Classics), 2nd Edition, December 1, 1991. William, Ury. Getting Past No. Bantam; Revised edition, January 1, 1993. Read More