Compare and contrast - Research Paper Example

Compare and Contrast Negotiation Strategies Business Introduction Negotiation is defined as a process through which morethan two people or two people, who originally had divergent preferences, make a mutual as pertains to the bone of contention. A negotiation situation therefore is assumed to arise when there is a disagreement, dispute or conflict between two individuals, groups or organizations. With this genesis, this research paper will be aimed at comparing and contrasting two negotiation strategies employed in a negotiation situation (Zachariassen, 2008).

A Comparison of Two Negotiation StrategiesThere are basically two negotiation strategies that are employed in negotiation situations; distributive negotiation strategy, and the integrative negotiation strategy. To begin with, the integrative negotiation strategy is stipulated as expanding the agenda negotiation strategy. As the name suggests, it aims to expand the boundaries of the negotiation by bringing in new ideas and issues to the negotiation situation that did not previously exist. Through this strategy, the parties are able to trade issues that are less important to them while retaining the more relevant issues to them and hence achieve the outcome they needed in the negotiation (Hatfield, Agoglia & Sanchez, 2008).

Problem solving approach is the second form of an integrative negotiation strategy. This is a learning approach that is mainly aimed at identifying the interests of the involved parties and gathering information aimed at coming up with new solutions to the involved parties in the negotiation situation. It is mainly applied in an auditing negotiation situation whereby the auditor uses additional information to safeguard his desired outcome while still giving the client an avenue to feel that his objective was also achieved (Hatfield, Agoglia & Sanchez, 2008).

Integrative negotiation strategy can be applied in the work setting whereby both parties will lose heftily if an agreement is not reached and where one party does not have undue influence over the other. An example is in negotiation situation involving a manufacturer and a sole supplier of its raw commodities. The two parties need each other and hence problem solving or expanding the agenda using data collection will have to be employed to come up with a decision that favors both parties (Hatfield, Agoglia, & Sanchez, 2008).

In contrast, a distributive negotiation strategy is achieved using the interplay of three principles; conceding, compromising or contending. When contending is applied in a negotiation situation, it is mainly aimed at making the other party comply or resisting compliance from one of the involved party. This is applied where one party threatens to dissociate itself with the negotiation, if the other party does not agree with its terms. In comparison with integrative negotiation strategy that was aimed at satisfying both parties, distributive contending strategies aims at satisfying the needs of one party at the expense of the other (McCracken, Salterio & Schmidt, 2011).

This approach can be applied in the work setting where a negotiation situation involves a party with more power than the other. An example is a negotiation situation between an organization and its employee whereby the employee will have to compromise for fear of losing his employment and hence conceding defeat (McCracken, Salterio & Schmidt, 2011).Conclusion Integrative negotiation strategy is the most ideal negotiation strategy in a negotiation situation since both parties are integrated in the decision and resolution of the situation.

Reference listHatfield, R., Agoglia, C., & Sanchez, M. (2008). Client characteristics and the negotiation tactics of auditors: Implications for financial reporting. Journal of Accounting Research 46 (5): 1183-1207.McCracken, S., Salterio, S., & Schmidt, R. (2011). Do managers intend to use the same negotiation strategies as partners. Behavioral Research in Accounting, 23(1), 131-160. Retrieved from http://search.proquest.com/docview/849618994?accountid=45049Zachariassen, F. (2008). Negotiation strategies in supply chain management.

International Journal of Physical Distribution & Logistics Management, 38(10), 764-781.