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Negotiation - Assignment Example

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The similarities between interest-based negotiations (IBN) described by Fisher & Ury, and traditional intra-organizational bargaining, described by Barratt and McKersie et al is that, all these methods applied similar tools for effective execution, which is trust. The IBN…
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Download file to see previous pages Similarly, trust as a tool played an important role in enhancing the operation of traditional intra-organizational bargaining and process, considering that both of these processes were applied especially in the final stages where the bargaining process had become complex and each side of the bargaining agreement was taking firm positions in regard to their bargains (McKersie, et al., 2008:93).
It is only through trust that the sides were able to soften their stands, and engage each other constructively, making it possible for the sides to eventually agree on a settlement. Under circumstances where the bargaining process was characterized by mistrust, such as the case was in the initial stages of the bargaining process, the subcommittees (BTGs), had difficulties engaging, and each side had applied extremism, with the Coalition of Kaiser Permanente Unions (CKPU) placing its bargain so high, while the Kaiser Permanente (KP) offered very low bargains in return (McKersie, et al., 2008:91). Therefore, the similarity between the bargaining process described by Fisher & Ury, and that described by Barratt and McKersie et al, is that both applied trust as the fundamental tool for negotiations.
Secondly, the similarity in bargaining process described by Fisher & Ury, and that described by Barratt and McKersie et al is that, both processes experienced coordination problems (McKersie, et al., 2008:91). While the processes started well with the IBN taking center stage in bringing the interests of the parties to a round table, so the negotiations could proceed on the basis of the interest of the parties, it eventually became difficult to coordinate the work of the two sides. The BTG subcommittees developed proposals that were not acceptable at the table, making the whole negotiation process delay more than it was anticipated, thus closing ...Download file to see next pagesRead More
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