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Reasons for the Wall Street Crash

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Caroline Vernet 02/14/2012

Assignment 1: Dimensions of Negotiation & Organizational Conflict Resolution
Introduction
Every day we are confronted to conflicts and situations when we have to negotiate. It could be either a negotiation between parents and children, employees and employers or a contract between two companies. Negotiation is a complex social process of decision making between two or more parties that discuss to find a solution for their opposing interests. Negotiation includes many dimensions. In the first part, I will present you the ten dimensions that I believe are the most important in the negotiation process, as a form of a logical framework. And then, I will develop precisely and deeply two of these dimensions that are: the Decision Making and the Motivation. PREPARATION
PREPARATION
Part 1

NEGOTIATION
NEGOTIATION
POST-NEGOTIATION
POST-NEGOTIATION
MOTIVATION
MOTIVATION
EMOTIONS
EMOTIONS

ACTION
ACTION

The framework above represents the different phases of the negotiation: Preparation, Negotiation and Post-Negotiation. In each of them, I included the dimensions that are, according to me, the most important. Therefore, before negotiating, people need to elaborate their Strategy and Planning Process as well as defining there goals. Then the process of negotiation starts by the Perception, followed by the analysis of the information. Negotiators may have a conflict because of different interests. And, to resolve this conflict, they need to think about all the alternatives that are available to them: it includes also creating value to address an issue. Having evaluating all the alternatives, negotiators will try to make the best decision. However, all this process of negotiation is influenced by people’s emotions and motivations. When the decision is made, the last step is to transform it into Action. Part 2 The Decision Making is the result of the whole process of Negotiation that is widely influenced by people’s motivations. A) The Decision can be analyzed under four criteria: 1) Choice: the Decision is made among different choices possible. 2) Risk: the Word is uncertain so the Decision is always risky related to the future. 3) Renunciation: resources are limited, so deciding always means renouncing to some alternatives. 4) Responsibility: the decision maker has to assume its choice and the consequences that it can have for the company, stakeholders, the third party, etc… According to Mintzberg, the decision is represented by a triangle: LOOK (Perception)
Take information
LOOK (Perception)
Take information

DECISION
MAKING
DECISION
MAKING

ACT (Cognition)
After thinking
ACT (Cognition)
After thinking
THINK
Analyze information and framing
THINK
Analyze information and framing

The Decision can be defined as “the thought process of selecting a logical choice from the available options. When trying to make a good decision, a person must weight the positives and negatives of each option, and consider all the alternatives. For effective decision making, a person must be able to forecast the outcome of each option as well, and based on all these items, determine which option is the best for that particular situation.” (BusinessDictionary.com) To make an optimal decision, Negotiators need to be rational. The different steps of a rational decision are: 1) Identify the problem. 2) Look for solutions. 3) Compare alternatives (according to objective criteria). 4) Evaluate consequences of each option. 5) Put it into action. Assuming that negotiators are rational means that in a certain situation they can evaluate all the alternatives and chose the solution that optimize their interests. The decision maker has to know perfectly the different options. However, being totally rational is not possible because: some information is not available, the World is too complex and the future is uncertain. Moreover, according to Simon & March (1958), the rationality is limited: it has cognitive, emotional and organizational limits. B) According to Robbins & Judge (2008), the Motivation is a process by which a person gives intensity, direction and persistence to an action in order to reach a certain goal. The direction is given by the goals that are defined before a negotiation. Then, the persistence refers to the period during which efforts were made to reach this goal. To finish, the intensity describes the strong involvement from negotiators to reach a goal. There are different sources of motivation, and some of them are the “five core concerns”: 1) Affiliation. 2) Status. 3) Appreciation. 4) Autonomy. 5) Role. Furthermore, the Support, Interest and feeling of Challenge can stimulate the motivation. According to McClelland, the Motivation answers to three fundamental needs: * Affiliation. * Power. * Accomplishment. Equity can also be a source of motivation (Adams). If people feel that the results of the negotiation are fair (win-win negotiation), then it can be a considerable source of motivation. A good example of the sources of the motivation can be illustrated by the accomplishment of the needs from the “Maslow’s Hierarchy of Needs”: Here, the Biological and Physiological needs are the first level of needs accomplished. At the opposite, the Self-actualization is the highest need that can be fulfilled. All these needs contribute to the feeling of Motivation. Conclusion Negotiation is a complex process that includes many dimensions. Understanding, the key concepts is fundamental to be a good negotiator. I strongly believe that for being a good negotiator, people have to be organized: it means respect the structure of the Negotiation Process. Each of the phases of the Negotiation (Preparation, Negotiation, and Post-Negotiation) has to be tackled deeply and seriously, one by one. It is clearly illustrated in the first part. However, some dimensions are not included in my framework, such as Negotiation Power and Leadership. These two concepts widely influence the Negotiation and deserve that negotiators pay more attention to it.

References:

Michael D. Cohen, James G. March and Johan P. Olsen (1958). A Garbage Can Model of Organizational Choice. Retrieved the 02/10/2012 from: http://www.jstor.org/stable/2392088

Stephen Robbins, Timothy Judge (11th Edition). Essential of Organizational Behavior.

Roger F., Daniel S. (2005). Beyond Reason. Using Emotions as You Negotiate.

Roy J. Lewicki, Bruce Barry, David M. Saunders (6th Edition). Negotiation.

Doug Kenrick (2009). Maslow's pyramid gets a much needed renovation. Retrieved the 02/10/2012 from: http://www.physorg.com/news201430108.html

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