Personal Behavior towards the Negotiation Process - Essay Example

?My Behavior towards the Negotiation Process One of the common definitions of negotiation is “the process by which we pursue the terms of getting what we want, from people who want something from us” (Hazeldine, 2006, p. 1). Negotiation has various definitions, but there is no such thing as perfect definition because this event involves different personalities and different concerns. Normally, the process is inescapable, and to become a good negotiator does not require inherited skills or styles because every situation needs different abilities Also, there is no exact formula on how to win in every negotiation because every procedure should be learned. I am a person who enjoyed negotiating. I am actually challenged every time I am in the midst of a negotiation with a person whose ideas or wants are contrary to mine. Attempting to persuade others to my point of view makes me more knowledgeable, skillful, and fulfilled, especially if the outcome is favorable to my position. I do not believe that a perfect negotiator exists because every situation involves different people, objectives, or issues. However, most of the time, I prefer the half way or the safest side of the process because I always value future relationships, and I do not want to lose everything I have. In other words, it is fine with me if I win or lose some, as long as the person I am negotiating with is winning or losing some at the same time (or moderate satisfaction). I love to bargain and get an ideal outcome, but honestly this is not an easy job because steps are not predetermined, and I have to rely on my own instinct and understanding. My Self-Assessment as a Negotiator In terms of self-assessment, I could say that I am using a compromising negotiation style, or I am in between the competing and collaborating style every time I negotiate. Furthermore, this style “refers to behaviors at an intermediate level of cooperation and assertiveness” (Hellriegel & Slocum, 2007, p. 303). I always observe fairness and equality because I value the honesty and the relationship I created in every negotiation. I could say that I am an experienced negotiator because I always make sure that I have the necessary training or practice before I put myself in such situation. Also, I always focus on details about the negotiation such as the name of the people I am negotiating with, their background, time constraints, proposals, bargaining terms, and many more. I am also very particular with events by giving my full attention to the situation; in fact, I hate the feeling of being ignored by other parties or when the opposing negotiator is changing the issue without giving his or her full attention to the matter. Hence, I consider myself as a responsible and a well-organized negotiator. Furthermore, I am a negotiator who does not give up too easily or hold out too long because I always organize a plan or set of alternatives for me to use as a counter balance during stagnant bargaining. However, I know my limitation or when to give up, and make a compromise if it is necessary. By the time the opposing negotiator has showed me some facts, evidences, or an extreme bargaining position, I know I have no other choice, but to make tradeoffs. The concessions I always make are those on the middle ground (usually moderately) or acceptable to both parties, so that the process will move forward. My Negotiating Skills I am effective in persuading others because I always put my heart and my mind to any negotiation I encounter. I also make sure that corresponding rules and policies are being followed or observed during the process. As a negotiator, I always practice when to listen and when to react, and I organize my thoughts, so that I could not say something that could annoy other parties. I make sure that I am well-prepared on what to say and what to do in every situation I might encounter by preparing or having a deep understanding of the bargaining agreement. Also, I am confident that I could persuade other people towards my point of view because I have very strong verbal or communication skills. Through this ability, I could clearly state my point or position to the argument without moving from one situation to another. I also learned that attention to details is very necessary in persuading the opposing negotiator. How Competent I am as a Negotiator I feel that I am most competent in a negotiation if I am familiar with the situation or the environment and if the culture I am into is closely associated to mine. However, due to cultural diversity, it is becoming more difficult for negotiators to land into a successful negotiating process. Also, I am competent in front of other people because I have great people and social skills, particularly in extending a deep understanding about the issue. I could also use an informal or formal, personal style depending on the group of people whom I would negotiate with considering that negotiators have different attitudes. In addition, I am most efficient when it comes to time constraints; however, I would end up compromising most of the time. On the other hand, I felt least competent when I am in an environment with a culture that is new to my system. In other words, I am not a highly flexible negotiator. I find it hard to negotiate with irresponsible people or personalities who do not give careful attention to details, as well as to the rules and policies of the process because it is contrary to my personality. However, I always do the first move or introduction to build a positive relationship with the opposing negotiator. My Responses to Every Situation in a Negotiation When I hold the power in a negotiation, I always make the best and strong rationale/position at that very moment, so that the opposing party would become ineffective and submit to my position. By identifying or diversifying the opponent’s weaknesses, there is a big possibility that he or she cannot overpower the leading rationale (Watkins, 2002, p. 121). Furthermore, I always feel powerful and advance when I hold the power in the process of negotiating; thus, I always make sure that my position in the bargaining process is strong and cannot be easily ignored. However, there are instances that the opposing negotiator is becoming more assertive or aggressive; thus, I find it hard to build my strong rationale in his or her position. Furthermore, I always make sure that the agreed condition between negotiators is reasonably fair and equitable because I do not want to put a strain on the relationship for future purposes. This is the behavior of a person who is using a compromising style (Singh, 2011, p. 254). In the contrary, I always try not to negotiate if I have a little power over the situation. I usually move to the safest side of the process when the situation is unfavorable because I would prefer a moderate satisfaction than losing big. I know this is not an ideal action of a good negotiator; however, I could not control myself to act like one if I have a litter power over the process. My Major Strengths and Weaknesses as a Negotiator, and My Learning Goals My major strengths as a negotiator are evolving around my personality and perceptions about planning, preparedness, detail-orientation, responsibility, focused, follower of rules and policies, and the extension of a positive relationship towards other negotiators. On the other hand, my weaknesses include the seeking of middle-ground position or moderate satisfaction in a frequent manner, making concessions too quickly once the real interest of the opposing negotiator is not understandable, and the lack of capacity to accommodate issues toward the higher ground. My learning goals are all about the enhancement of my negotiating skills and the development of my negotiating style, so that I would not settle in the moderate level of satisfaction. All these improvements will help me come up with a mutually agreeable or highly satisfactory agreement for all the negotiating parties. References Hazeldine, S. (2006). Bare knuckle negotiating: Knockout negotiation tactics they won’t teach you at business school. Great Britain: Leanmarketing Press. Hellriegel, D., & Slocum, J. W. (2007). Organizational behavior (11th ed.). USA: Thomson Higher Education. Singh, K. (2011). Organizational behavior. India: Dorling Kindersley (India). Watkins, M. (2002). Breakthrough business negotiation: A toolbox for managers. San Francisco, CA: John Wiley & Sons. Read More