...BATNA - Best Alternative Having accessible choices amid an arrangement is a decent option which engages you with the certainty to either achieve a commonly palatable understanding, or leave to a superior option. "Don't put all your eggs in one basket." It's an old saying which has stood the test of time. Some of you urbanites, sitting in your work spaces, may be scratching your heads and pondering, 'What for the sake of Hades does this mean?' Meanwhile, pull out there in the field, a bronzed confronted agriculturist, is likely feigning exacerbation and persistently clarifying, that if you stumble in transit back to the kitchen, eggs are no more on the breakfast menu. To a negotiator, this insightful old saying delineates that in the event that you convey just a solitary proposition to the table, you might likely wind up with a spoiled arrangement, or no arrangement by any means. You need an option arrangement holding up in the wings. It ought to be genuinely evident that not each arrangement is going to escape in a decent, perfect settlement bundle. This is the place BATNA acts the hero for those of you sufficiently sensible, to have paid attention to the wise guidance of that old rancher who authored the above precept numerous a long time prior. BATNA means 'Best Alternative to a Negotiated Agreement'. This is your substitute arrangement when the discussions begin to wobble crazy. It can likewise be your trump card to make the arrangement happen further bolstering...
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...MANAGEMENT REPORT BATNA Basics: Boost Your Power at the Bargaining Table www.pon.harvard.edu Negotiation Management Report #10 $50 (US) Negotiation Editorial Board Board members are leading negotiation faculty, researchers, and consultants affiliated with the Program on Negotiation at Harvard Law School. Max H. Bazerman Harvard Business School Iris Bohnet K ennedy School of Government, Harvard University Robert C. Bordone Harvard Law School John S. Hammond John S. Hammond & Associates Deborah M. Kolb Simmons School of Management David Lax Lax Sebenius, LLC Robert Mnookin Harvard Law School Bruce Patton Vantage Partners, LLC Jeswald Salacuse T he Fletcher School of Law and Diplomacy, Tufts University James Sebenius Harvard Business School Guhan Subramanian Harvard Law School and Harvard Business School Lawrence Susskind Massachusetts Institute of Technology About Negotiation The articles in this Special Report were previously published in Negotiation, a monthly newsletter for leaders and business professionals in every field. Negotiation is published by the Program on Negotiation at Harvard Law School, an interdisciplinary consortium that works to connect rigorous research and scholarship on negotiation and dispute resolution with a deep understanding of practice. For more information about the Program on Negotiation, our Executive Training programs, and the Negotiation newsletter, please visit www.pon.harvard...
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...1. Negotiation Trap: I must analyze what type of bargainer I am. Identifying my type helps me avoid fall into the negotiation trap. 2. BATNA: I must analyze what my BATNA is. This is my reference for the negotiation. 3. Focus on Interest: I will approach the negotiation with a focus on interest of the other party. Identifying the possible interest of other party involved in negotiation will help me analyze the possible ways of expanding the pie (creating more value). 4. Integrative Bargaining: Focus more on Integrative bargaining. Analyze multiple issues and interest, creating and claiming value and cooperative problem solving. Consider possible trade-offs to avoid conflicts and have a win-win situation. 5. Bargaining Zone: I must analyze my bargaining Zone. The zone where the buyer’s and supplier’s negotiation ranges overlaps. 6. Reservation Price: I have to write down my reservation price. This determines when to expand the pie create more value and when to walk away from negotiation. 7. Identify the power in negotiation: Identify exactly the type power in negotiation and analyze the persuasive skills required to move from perceived power to realized power. 8. After striking with the initial deal, I will have to keep my options open for re-anchoring. Negotiation Trap: * Identifying the type of bargainer helps to identify the potential traps. * Soft bargainers agree on deals worse than the BATNA and they fail to achieve best...
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...Case study: The Muse/TransStar and Southwest Airlines BATNA Case Overview Muse Air was struggling amid the 1982 traffic controllers’ strike, a massive debt to service and shrinking cash reserves. By the end of 1984, they were looking for a merger to keep it afloat. In 1985 culminated the purchase of Muse Air by its long time nemesis and rival, Southwest Airlines. Southwest Airlines paid USD 60.5 millions in stock and cash for Muse Air when Muse Air was on the verge of collapse in 1985. After completing the acquisition, Southwest Airlines renamed Muse Air as Transtar Airlines in 1986. Transtar Airlines became a wholly owned subsidiary of Southwest Airlines and operated as an independent airline. Southwest acquired the company and a series of complex negotiations between Southwest Airlines and Transtar instigated. An agreement on combined master seniority list is reached in the last negotiation between pilot groups. Nonetheless, Transtar Pilots Association (TPA) Board of Directors (BOD) rejected the proposed Integrated Seniority List (ISL) believing that such act would create more leverage for their Merger Committee to obtain a more favourable ISL. The rejection however, resulted in escalation of anger and distrust between union presidents and causing entire breakdown to the negotiation. Analysis In the first round of discussion, in 1985, Transtar pilots were unrepresented so the negotiations ensured only between Southwest Airlines and the Southwest Airlines Pilot Association...
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...Concepts of Negotiations Concepts of Negotiations Communicating is crucial during negotiations when both parties are serious about reaching a mutual agreement. Whether the communication is direct, indirect, formal, or informal there has to be an open line of communication. During negotiations there are two or more parties, each has self-interests, all parties have options, the parties can come to an agreement or unable to reach a mutual agreement (Murtoaro & Kujala, 2007). There are also several concepts of negotiations including win-win, interest-based, positions v. interests, and BATNA negotiations. Below the reader, will find a brief description of all of these concepts. Win-Win Negotiations The win-win negotiation approach is a relatively new concept and is successful when one or all parties meet their requirements of the settlement without the use of power (Falcão, 2014). A win-win negotiation strategy has seven requirements to form a solid foundation. “Promote interdependence, proactive learning, be translucent, be positive, be reasonable, be loyal in the negotiation process, and commit to a win-win process” are the seven steps to a successful resolution (Falcão, 2014, para.3). In win-win negotiations, it is necessary for the parties to conduct some background investigations especially for business-business negotiations because criminals wear different suits. Best Alternative to No Agreement (BATNA) Rodger Fisher, William Ury, and Bruce Patton introduced...
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...Alternative to a Negotiated Agreement A party’s BATNA is a measure of the balance of power among the negotiating parties based on the resources they control or can influence to respond to their interests that will be addressed in a given negotiation. “walking-in” BATNA, that group of resources in your pocket before negotiation begins, and the dynamic BATNA that changes as you gain information during the negotiation process gives you a sense of whether to undertake a negotiation and whether to quit once the process has begun. Elements of BATNA 1.0 Deadlines: if you are under pressure to deliver a particular result within a tight time frame, your BATNA may be weaker than the BATNA of a party who at least claims to have all the time in the world. 2.0 Alternatives: you need to measure how each choice you make influence the likelihood that the negotiation will yield favorable results. 3.0 Your own sources: it is crucial to take look at the resources you can influence or control to achieve the objective. And it requires understanding whether there is more than one way to meet your interests. 4.0 Other parties’ resources: if the resources they offer to solve the problem are more comprehensive or more useful than yours, clearly that means their BATNA is stronger- at least in one area. 5.0 Information: The more information we have about the subject matter of the negotiation, the greater our capacity to assess our BATNA and parties with whom we’re negotiating. 6.0 Experience:...
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...1: Best Practices in Negotiations Article Review HR595 Negotiation Skills Course Instructor: Wendy Chung April 14, 2010 Week 7 Submitted by Bob Figone What is the problem or issue that necessitates such an article be written? This article comes directly out of both textbooks (Chapter 12 in Essentials of Negotiation, page 256 and Article 7.1 in Negotiation – Readings, Exercises and Cases, page 485) we have used for this course. It is a summary of what we have learned about the field of negotiation. It reminds us that negotiation is intrinsic in our lives and confronts us many times each day. This article is a reflection by the author’s using a broad view of best practices for negotiators to focus on in order to improve negotiation skills and techniques. What strategies or techniques are used to solve the problem or address the issue? The article lists Ten Best practices for Negotiators in a table and continues to explain the importance of each. The table from the text is as follows: |Ten Best Practices for Negotiators | |1. Be prepared | |2. Diagnose the fundamental structure of the negotiation | |3. Identify and work the BATNA ...
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...example would be the Hormel Company vs the Local Union P-9 workers(meat packing). The Local Union and Hormel Company both were placed at the negotiation table due to wage cut and “unfair treatment” that was conducted by the management team. This disagreement caused the Local Union to rally up members from the meat packing department that influence the workers and workers from other factories to go on strike. During this negotiation both parties made a few mistakes that are costly and time consuming. Hormel Company stuck to their reservation point , which was not in favor to the workers of the union. the result of the fail negotiation came from lack of preparation and knowing their BATNA, which later resulted in a fail negotiation. In the Case of the the Local Union,the Leader failed to prepare and present a BATNA to the workers and members of the meat packing department. The workers stress their distress and Haggling over the pay cut but lost focus on how to prepare and come up with an Anchor Point and how to counter offer with an agreeable offer. They were not prepared for the strong reservation point and final offer that was presented by Holmer. Also the Union did not consider the consider their BATNA therefore they did not have any counter offer or strategy to try to bring this agreement using a WIN,WIN approach. The Local Union negotiation style was also no the best approach to get this agreement completed. Their approach was more Individualistic, only thinking about what is best...
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...consulting with tens of thousands of negotiators and dealmakers, we have become aware that, by far, the most common and costly mistakes in negotiation take place before talks even begin. Interestingly, the problem is usually not faulty preparation, but a lack of preparation altogether! Under the false assumption that negotiation is “all art and no science,” most people fail to prepare adequately for negotiation. When coupled with the belief that the “real action” begins at the bargaining table, even smart, thoughtful, and motivated people walk into substantive negotiations ill-prepared. Thus, it is critical that you adopt a thorough methodology to help you prepare to negotiate. Our five-step pre-negotiation framework offers a simple yet effective approach. (In the chapters that follow, we will add to this list as we confront more complex negotiations.) Step 1: Assess your BATNA. The first step in any negotiation is to ask yourself, “What will I do if the current negotiation ends in no deal?” In other words, you need to assess your BATNA, or best alternative to negotiated agreement—the course of action you will pursue if and when the current negotiation ends in an impasse.3 Without a clear understanding of your BATNA, it is impossible to know when to accept a final offer and when to walk away in order to pursue other options. Your BATNA assessment requires the following three steps: 1.Identify all of the plausible alternative options you might pursue if you are unable to...
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...Managing Negotiation Introduction From reaching an agreement with a large client to bargaining for a higher starting salary, the ability to negotiate effectively is a critical component of success in business. One fundamental aspect of a negotiation is if it will be approached as distributive bargaining or as an integrative negotiation. Distributive bargaining is a competitive, zero-sum negotiation in which there are a limited amount of resources available, while integrative negotiation takes place when “the parties’ goals are not seen as mutually exclusive and in which the focus is on making it possible for both sides to achieve their objectives” (Nelson and Quick 2009). For example, a dispute over land would necessitate distributive bargaining, whereas a partnership between two firms to buy and sell a product could be made through integrative negotiation. The process of two or more parties reaching a joint decision is influenced by a variety of factors. In analyzing business negotiation, we will first give an overview of past scholarly research on the topic, and then explore more current mental models of negotiation. We will also examine the possible hurdles to reaching agreements posed by cross cultural differences, particularly between American and Chinese business people. Finally, we discuss the relative importance of BATNAs (Best Alternative to Negotiated Agreement) and contributions in the bargaining process. History of Negotiation Research In the 1960’s...
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...NEGOTIATION ARTICLE ANALYSIS & CRITICAL REVIEW SIX HABITS OF MERELY EFFECTIVE NEGOTIATORS SUBMITTED ON 15 MAY 12 INTRODUCTION Negotiation happens whenever parties with different interests and perceptions depend on each other for results. Negotiation is often described more as an art than a science. Invariably, in any field of study, when comprehension gets too difficult for the student of the area of study, it is common to refer to the subject more as an art than science, as if in excuse for the failure to master an area that has too much in the realm of the abstract. Negotiation is definitely an art and a science, an art because it needs mastery and intuitive capability to utilize the right skills at the right time. But there is a science and logic behind every skill that has to be put into play, to succeed as a successful negotiator. The most obvious sign of mastery of the art and science of negotiation would be that in the end, all the parties in the negotiation walks away with a genuine sense of happiness that they got more than what they came for. Succinctly put, a good negotiation is one where, you get the other guy to choose what you want – for his own reason. In any negotiation, every side has two options, either to accept a deal or take its best no deal option. The job of a negotiator is to persuade the other side to accept a deal which is better than the no deal option of both the sides. The other side needs to choose in its own interest, which at the...
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...explained by expectancy theory” …go on about how expectancy theory might apply…where was the break-down…get specific – Missing obvious chance to apply concepts: “We had ten people all going in different directions” – Goal alignment – Vague or general terms: “We had a problem with communications” how and why was this a problem…did it effect motivation by breaking a link from expectancy theory or unbalance inputs and outputs. © James Berry 2013 3 Negotiations The Basics Dr. James Berry Lecturer University College London james.berry@ucl.ac.uk © James Berry 2013 4 Negotiation Skills © James Berry 2013 5 Objectives • • • • Briefly review what negotiation is Highlight why it might be important Review your BioPharm/Seltek negotiations Key things to know (BATNA, Reservation Price, ZOPA, Target Price) • Negotiate Case: Recruit © James Berry 2013 6 Negotiation is… • The process where two or more parties decide what each will give and take in the context of their relationship . . . © James Berry 2013 7 Negotiation is… • A bargaining and influence process designed to reach agreement about a decision or outcome • A core leadership and management competency • Most people are not effective negotiators – Over 80% of corporate execs and CEOs leave money on the table – Even effective negotiators have skills that can be sharpened and bad habits that can be broken © James Berry 2013 8 Matters...
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...HBS Case Study- “Frasier” Tamika Hernandez Khadijah Holley Course Number: 0204 – 689-102 Negotiation for the Business Professional The Art of Persuasion & Negotiations November 18, 2014 Professor: Neil Halloran Frasier Case Study 1) Who are the parties to the “Frasier” negotiation, and what are their interests? How can the various parties influence the negotiation process and its outcome? The parties involved in the Frasier negotiations are; Paramount Television Group, National Broadcasting Company (NBC), and the actor Kelsey Grammer (Owner) . Marc Graboff (ExecutiveVice President) led the NBC negotiation team which included Scott Sassa (President of NBC West Coast) and Jeff Zucker (President of NBC entertainment). Kerry McCluggage (Paramount’s Chairman) led the negotiation team for Paramount and was sometimes joined by Gary Hart, president of Paramount. 2) What are NBC’s BATNAs? What are Paramount’s BATNAs? Of these BATNAs, which is the best option for each entity? NBC had two BATNA’s: keep Frasier regardless of the increased cost (take a financial hit) in hopes to keep it as a “tent pole” to draw in its viewers to the new shows line-ups after Frasier, or buy a comparable comedy show from another network (such as Dharma and Greg) that will bring in the same audience group 18 to 49. The only downfall was that could cause a bidding war that could increase programming expenses. Paramount’s BATNA’s were to either sell the sitcom to CBS (sister...
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...EXECUTIVE SUMMARY Negotiation skill is an act of coming together to agree on common goals, negotiation take place in everyday activities of my life, the better I understand the more I have advantage of the usage. In every household and corporate world especially mine, negotiation often bring peace and understanding between me, my wife and my kids also with my business associate. I now see negotiation as a win-win game that sees every party valuable. Create value, claim value and build relationship is the core objective of a good Negotiation skill. Although in reservation my Best alternative to negotiation agreement (BATNA) should be cleared and improved also reservation point should be stated in personal agenda. In all Negotiation is the best knowledge someone can have that universally create positive impact in all area of life if apply accordingly. Its safe cost, build relationship expand connection and sees as a trait of any potential leaders. STRENGTHS BEFORE THE WORKSHOP Negotiation is an inbuilt, the ability to understand, clarify and use for an effective and efficiency result is a subject of proper coaching on methodology that will lead to integrative agreements. I remember when I was having my first student survival job as a marketer with one of the Sport outfit back home, how I was able to convince a customer that wearing US shoe size 10 to buy US shoe size11.Then I was wondering how come the customer was happy and accept my option. Now I knew that I leverage...
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...Who are the parties in the Frasier negotiation, what are their interests? How can thevarious parties influence the negotiation process and its outcome?Answer:The parties in the Frasier negotiation are the National Broadcasting Company (NBC) andParamount, the owner of the show. While the National Broadcasting Company (NBC) wants topay under $5 million in order to make a profit on the show, Paramount seemed to bedemanding $ 6 million per episode. Paramount came down to $5.5 million later.Q.2. What is NBC's BATNA? What is Paramount's BATNA? What is your best estimate of theirrespective reservation prices? Is there a ZOPA?Answer:NBCs BATNA: The fact that Paramount didnt have a BATNA. If they switch networks the showwould lose viewership, which will affect the studio as well as the network to which they move.So whatever NBC was offering them was the best deal they can get. And Graboff knew the CBSnetwork pretty well and was pretty sure they wouldnt buy Frasier at such a high cost.Moreover this might kick off a price war that will ruin the networks industry and people mightreconsider getting shows from paramount for their bad dealing.Paramounts BATNA: It didnt have one. But they were relying heavily on the fact that Frasierwas the flagpole show of NBC. But if they quit NBC, both the parties will suffer, whileParamount will suffer the most.ZOPA: The ZOPA would be something that NBC had offered, the creative bonus offer based onratings. If Paramount things their show is good...
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