Negotiation Skills Issues - Essay Example

Question Conflict Handling Modes: Thomas Kilmann conflict mode instrument (TKI) gives general understanding in terms of evaluating or estimating an individual’s behavior in situation of conflict. As human behavior upon facing conflict situation generally is entitled with two basic emotions or expressions namely (Trainer, 2012, p. 1-3): 1. Cooperativeness 2. Assertiveness. The former deals with the ability of an individual to which he convinces or satisfies others concerns and the later deals with the ability of an individual to which he satisfies his own concerns. These two basic expressions of behavior can further make ways for understanding five methods of conflict dealing which are given below: (Trainer, 2012, p. 2) Avoiding: Avoiding in a conflict situation generally means postponing, showing lack of assertiveness or withdrawing from issues (at present time) in order to deal with them later or in other words showing reluctant behavior in terms of solving problem. However this avoidance may be deliberate in order to come up with the better solution later or for so many reasons (Trainer, 2012, p. 3). Moreover using this technique too much can result in creating a communication gap which further leads towards unhealthy co ordination as both parties are unable to know the stance of each other. Similarly if avoiding is overused it may affect the nature of the decision or stance of the other party. Likewise if avoiding is underused it may result in creating a situation which might hurt individuals feeling as usually discretion is not very much opt by individuals. Furthermore if individual is less likely to follow avoiding policy he is likely to be threatened by various issues and conflicts. Accommodating: Accommodating generally means sacrificing ones interest, goals or motives in order to give preference to others for satisfying their concerns. It can be use for number of reasons for instance if an individual is wrong and feels like correcting himself, or if a boss in a company accommodates employees in order to give them chance so they can learn from their previous mistakes (Trainer, 2012, p. 3). Accommodating if overused can lead towards losing of respect as employees are likely to make mistakes and take employer for granted. Moreover employer may lose his overall control over his employees because of overuse of accommodating factor. However if this factor is underused it may result in creating trouble in so many dimensions, for instance in creating goodwill, realizing, and accepting one’s own mistakes. Compromising: Compromising is a phase in which both parties understand each other’s point of view and are willing to give up something, i.e., finding a solution which is acceptable for both. Compromising can be used in order to settle issue in terms of temporary or permanent basis. However if it is overused it may result in losing long term objectives or goals and may hurt the integrity, values and principles of the individual or of the company. Similarly if compromising is underused it may result in creating hindrances towards negotiation, co operation within or outside a team or an organization (Trainer, 2012, p. 3). Competing: Competing usually is a dominant mode in which an individual is searching for ways in order to gain or satisfy his own personal concerns over the concerns of other person. It strives for commanding position in whatever way possible, by using entire resources one can possibly have in order to beat or defeat other party or individual (Trainer, 2012, p. 3). If this factor is underused it may lead towards a situation where an individual feels lack of control or powerless. Furthermore it’s under usage may also create trouble in terms of taking decisions and solid stands. However its overuse can lead an individual towards distraction and fear. Collaborating: It is a kind of a state where an individual gives equal importance to personal and relationships values and goals. The purpose behind this approach usually is to create a must win or win win situation for both parties (Trainer, 2012, p. 3). If it is overused it may result in wasting of time and resources and it may also affect the growth of an individual or a company. As in these cases an individual is too much dependent upon other partner in terms of taking decisions or making a move. However its underuse usually results in creating difficulties and can also affect the mobility of work in so many ways. Question # 2 Three Points Of Advice (Getting To Yes Model Of Negotiations) For Best Friend Facing Negotiation: Three point of advice from Getting to Yes model of negotiations are (Fisher and Ury, 1997) 1) Consider the people. 2) Involve or engage in dialogue. 3) Solution and backup plan. Consider the people: The first and foremost advice which will be given to the friend will be to consider the people with whom he is negotiating. Focus on what you want to achieve and how you want to achieve it. Furthermore after listening to the points of other party present his own view points. Meanwhile focus on problem and hit hard on problem not on the other party. Similarly criticism should not be the part of his negotiation he should rather focus on adopting creative thinking approach. Involve or engage in dialogue: Engaging in dialogue is another main point would be suggested to the friend in order to carry out negotiation. As it is useful if one identifies his own interest and other’s interest as well before starting a negotiation. Try convincing the other party by providing solids arguments in order to support your point of view. Be vigilant and read situation carefully. Try coming up with arguments that are attractive to other party as well, so that they cannot refuse. Develop a solution: Negotiation usually comes up with a solution. In this case it would be advised to friend to be ready for all possible type of solutions or outcomes that may come in his way. As it is dependent upon his case and the way he present and carry negotiation. If base is strong and one is adopting policy of sticking to the task eminent chances of getting results are possible. Question # 3: Comparison between Distributive (Competitive) and Integrative (Interest) Based Bargaining: Some of the characteristics and the differences in distributing and integrative based bargaining are as follow (Thakur and Scheid, 2011): 1. Distributive bargaining usually comes up with the winning of one party and losing of other party in simple words it creates (enforces) win- lose situation whereas integrative bargaining always result in providing win-win situation to all parties. 2. Distributive bargaining creates competing environment in which every party sees other as a competitor whereas integrative bargaining promotes mutual cooperation and enforces collaboration. 3. Distributive bargaining promotes and enhances conflicts amongst organizations whereas integrative bargaining always makes hindrances for conflicts and works as conflict management tool. 4. in distributive bargaining almost all individuals are more focused on gaining and serving their own interest whereas in integrative bargaining mutual collaboration and mutual interest are the prime source of concern. 5. Distributive bargaining one way or other creates pressure whereas integrative bargaining gives peace of mind and sense of ease. 6. Distributive bargaining usually undergoes misleading information, whereas integrative bargaining usually focuses on telling truth and adopting fair policies in order to achieve goals. 7. Distributive bargaining, individuals are more focused on gaining more and more position and possessions whereas integrative bargaining deals with individuals who are focused on interest by using fair policies and cooperation. Question # 4 Opinion on the Proposition: The word negotiation is used and practiced by almost every human being of this world. It exists in the part and parcel of this world as it helps in coming up with solutions in order to resolve various disputes and problems that occur in normal circumstances. However it may not necessarily always comes up with win-win solution but is dependent upon the ability and power of negotiating parties. For instance if two countries are negotiating over some dispute chances are that country who is powerful in terms of resources and strong military arsenal is likely to dictate his terms and conditions. However negotiation is also dependent upon ability of negotiator. If negotiator is well planned and knows what his goals are he is likely to create a win situation for his country or organization that he is currently working for. For instance diplomats of different countries are expert negotiators. As there is a famous saying about them “diplomat is an honest person send abroad to lie”. Their prime focus is to safeguard their countries national interest so they work accordingly. Moreover an expert negotiator usually knows what his limits are and plans accordingly. He usually tricks others in his trap and gives variety of suggestion or emphasizes on having all. On the other hand he is well aware of the fact that if the other party agrees partially it will be more than an achievement for him. Sometime the purpose of negotiation is to hide fear or to take advantage of other as well. For instance many multi nationals have opened different manufacturing plants in China not because they want cheap labor or something but because China was making replica of various different products which resulted in losing of market shares for these companies as a result they come up with the idea of registering their products in China for doing that they negotiated with those companies who were making replicas and give them proper licensing and their brand name as well. Works Cited Fisher, Roger, and William Ury. Getting to Yes: Negotiating an agreement without giving in. London: Random House Business Books, 1997. Thakur, Sidharth, and Jean Scheid. Comparing Distributive and Integrative Negotiation Strategies. Apr. 2011. 29 Sep. 2012 http://www.brighthubpm.com/methods-strategies/114091-comparing-distributive-and-integrative-negotiation-strategies/ Trainer, Jane. Thomas-Kilman Conflict Mode Instrument: profile and interpretive report. PAT Sample, 2012. 29 Sep. 2012. https://www.cpp.com/pdfs/smp248248.pdf Read More