How to Get into a Win-Win Negotiation - Research Paper Example

NEGOTIATION The current research examines and analyzes concepts of negotiation; specifically, the concept of win-win negotiating is covered and synthesized. In looking at this and associated issues, the current research analyzes as well as synthesizes different resources to find a coherent theme. This theme is the importance of positive communication and leadership to the process of win-win negotiating, as it is seen in various relevant sources. For example, in one resource, it is advised that the win-win situation of negotiation can be achieved through communication as well as assessment: “Assess your counterpart's style, and adapt yours to his or hers. Let him or her do 80 percent of the talking. When you speak, try to convey confidence and decsiveness. Keep your voice down and your emotions out of the dialogue” (Maynard, 1999). The basic assumption of the current investigation is that win-win negoitating can be achieved by a highlight on communication and leadership, with an eye towards tactics which revolve around confidence and planning. Win-win negotiation is about establishing the relationships and balancing the personalities involved in the process beforehand, so that a clear set of goals can be established and communication can continue in a positive manner that benefits both parties. “Remember that the people you are dealing with are more important than the paperwork you draft. Know your counterpart very well before you enter into a long-term relationship. No lawyer can protect you from a crook. Lawyers can just put you in a position to win your lawsuit” (Dawson, 2003). Power is not just about being in a position of seniority or decision-making power: it is also about getting one’s goals across and accomplished. In any given example, the employee, in many scenarios, has just as much power as the supervisor, and the reason for this could be their relative degree of win-win negotiating skills and their ability to communicate their goals and desires effectively. So even thought the supervisor may have the power of decision regarding issues like a request for pay increase, the employee also has the power of being able to use finesse and social skills to make the most of the negotiation process and garner goal-affirmative progress that is mutually beneficial. This moves the locus of control away from a traditional win-lose negotiation (one side wins, the other loses), and puts the stress more on an idea of mutually beneficial equity, represented by the rise of win-win negotiation tactics. A relationship with the person with whom one is negotiating can be based on trust and friendship that shows a mutual appreciation for shared goals and concerns. It also highlights the role of empathy in the process of win-win negotiating. People like someone behaving in a friendly manner towards them, and this often helps when making an appeal that is directed not at the abstract goal, but rather at the other party’s personal values and needs. It is the contention of the current investigation that being friendly and at the same time assertive is a good way to achieve effective win-win negotiations: friendliness opens people up, and assertiveness assures that they can be compelled once they open up. It also affects the way the other party sees the negotiations in terms of power. In the same way, being friendly and assertive assures that the negotiator will not lose their cool if the other party misbehaves. “The skilled Win-Win negotiator focuses on the issues involved and doesn't allow personalities to get in the way. If your negotiating partner resorts to personal attacks or makes outrageous demands, you can bring his behavior under control by maintaining control of your own” (Lockwood, 2005). A relaxed and confident atmosphere is very important to conducting productive negotiations. When people are relaxed, calm, and confident, they may be better able to achieve negotiating objectives. Thinking about what win-win negotiating is really about, one must think from the onset of an information exchange. In this exchange, one’s own interest counts for more, naturally, than the other’s interest. However, in win-win negotiating, this can be recognized while at the same time, there is a consciousness that the result for the other must be, at the very least, satisfactory. Even if one’s own interests are looking for the big win, one must realize that the so-called big win won't ever be achieved unless there is a holistic and comprehensive understanding on the part of both sides of the negotiation process, of what is involved in the negotiating process. An important part of that understanding is sought in mutual arrangements that benefit everyone involved, rather than focusign on obstacles or stumbling points. As mentioned above, the danger in many cases is that many people see negotiation as win-lose, instead of win-win. “The goal of effective negotiating should be to reach neither an "I win/you lose" nor a "win/win" position. Rather, what participants should strive for is an "I win/you win,because we want both sides to win. But, we want the big win for our side” (Taking, 2002). It is only natural human behavior to want to win. But wanting others to win sometimes takes extra effort that must be worthwhile. In an optimal situation of win-win negotiating, balance should be observed, and the negotiator should not bend the other way and become too hard of a fighter (a win at all costs type of negotiator). Again, a relaxed negotiating atmosphere is not a place to be yelling and screaming about one’s own goals and this is certainly no way to establish long-term trust and empathy. In terms of tactics, a balanced and even keel is perhaps the most advisable route, as well as the accurate collection of information about other parties. For example, research could reveal that the other party is suffering from time-constraints. “Time is an important element to negotiation. If someone wants your product but is desperate because they need it quickly, it's a big factor in the strength of your position. You know they have little time to compare other products” (Dawson, 2003). This advantage can be pressed in terms of effective negotiating. Even in this position, however, it is important for a win-win solution to be balanced, or show principles of equity. Even if one side’s win is better than the others, or represents the big win, the other objective is to also make sure that the other side has at least achieved a satisfactory objective. In win-win negotiating, sources agree that it is also important to learn everything one can about the other side of the negotiation, in terms of recognizing their needs, goals, and perhaps anything unusual or distinguishing about them that can be used in the negotiation process. “Analyze the personality types of the others who will be negotiating, if possible. If these are your teammates or someone else you know, you may be able to anticipate their key interests and how they will approach the negotiation” (Negotiation, 2009). It is also important to build one’s plan around the concentration of the primary goal, while at the same time taking time to clearly identify what the other side of the negotiation is likely to want, compared to what one is willing to offer. It is always important to know how far one can go in the negotiations and when to quit, in other words, to know when to hold them and to fold them. In this way, professionals in win-win negotiating can work toward a resolution of the issue in which neither side feels coerced, manipulated, or ignored, and where the negotiations end on a mutual high note, with the mutual understanding that a positive relationship will continue in the future. A win-win approach contributes to people's perceptions regarding what is confident and firm in terms of decision making that benefits both parties. It is advisable to, “List your interests. Do not be trapped by your rigid positions. You may be pleasantly surprised that your interests can be met in a way you had not anticipated. Gather support documentation, including audiovisual materials, that will help communicate your points” (Negotiation, 2009). Being effectively prepared is perhaps the most important aspect of win-win negotiation. If a negotiation process is stalled or going badly, it may behoove those involved to take a more deep and well researched perspective on the other side’s goals and objectives, rather than just thinking of their own objectives. This shows the value of empathy. Effective win-win negotiators must also evince a commitment to succeed and determination: this is as important a factor in the process as any other. By strategizing effectively and planning, as well as displaying personality traits such as those mentioned in the software (determination, friendliness), the effective negotiator can advance the process to a win-win result. Clear communication is also integral to the process, as well as the ability to respond to stressors as they come up in a positive manner. After all, one can only plan so much, and there are unforeseen circumstances in every planned occasion. The effective negotiator must be able to think fast and thus garner the respect of the other party. Having good information only goes so far; there is also a component of negotiation that includes spontaneous communication. Keeping one’s goal in mind, as well as being relaxed and confident, are good ways to ensure that this type of circumstance will be beneficial. As mentioned, even in a negotiation in which the supervisor has more ostensible power than the employee, the employee can act empowered and be empowered. But perhaps the key tenet of effective win-win negotiation is the ability to broaden issues and communication strategies so that there are many alternatives. In the process, as one author recommends, “Never narrow negotiations down to one issue. Doing so leaves the participants in the position of having a winner or a loser. When single-issue negotiations become a factor, broaden the scope of the negotiations” (Dawson, 2003). This ensures that the communication paradigm being used in the negotiation process will be mutually beneficial and that both parties will have many options to choose from, so that they will walk away from the negotiations feeling confident and secure. In conclusion, win-win negotiating can be achieved, but it is a difficult process, and one that involves planning, preparation, and leadership. Win-win negoitating can be achieved by a highlight on communication and leadership, with an eye towards tactics which revolve around confidence and planning. The traditional notion of negotiation focuses on a win-lose dynamic, in which one side acheives a big win, and the other side does not achieve its objectives. Win-win negotiation is a different situation, because there is more equity implied. That is, if one side even is still going after the big win, in win-win negotiation, they will also make sure that the other side of the table at least has reached a satisfactory goal attentuation. Even if goal achievement cannot be totally equal, under win-win negotiation, the process at least becomes more equitable and beneficial to both parties. REFERENCE Dawson, Roger. “Improve Sales by Negotiating to Win-Win.” International Marketing. T. Robinson, ed. New York: Oxford, 2003. Lockwood, Gary. The Art of Win-Win Negotiating. Chicago: University Press, 2005. Maynard, R. “Winning - without losing a business relationship.” Nation’s Business, 1999. “Negotiation Newsletter reveals successful strategy.” http://74.125.47.132/search?q=cache:UnV4FRj_QDIJ:www.pon.harvard.edu/shared/docs/Negotiation_June.pdf+harvard+negotiation+newsletter+articles&cd=2&hl=en&ct=clnk&gl=us, 2009. Taking the path toward effective negotiating (2002). Agency Sales. Read More