Global Negotiation Article Analysis Shalee K. Kekawa MGT 445 Nov. 21, 2011 Dr. Sanrdra Sessoms-Penny Globalization and technology have played a big part in negotiations and the article that I chose to write about is just one of the many negotiations that globalization has influenced the outcome of negotiations. First, one must know what Globalization is. Globalization is a process of interaction and integration among people, companies and governments of different nations. This process has
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CASE 3.1 A SCANDINAVIAN SCARE Discussion Questions 1. Why did Conquip send an RFQ with a 10 percent price-reduction requirement rather than calling de Winter in for negotiation? Is there any downside to having run the negotiation this way? Conquip was trying to give a time pressure to FD. This can be seen when Conquip sent the RFP (Request for Quote) to FD regarding the product, LEIF filter, which still not even widely adopted by Conquip. This particular pressure functions as an external constraint
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Leadership Leadership is an act of influencing others towards a goal. We learnt that the leaders are present at different levels in an organization or a company. There are two types of leaders, formal leaders and informal leaders. The formal leaders are those who hold a position of authority and may utilize the power that comes from their position, as well as their personal power to influence others. Whereas the informal leaders are those without a formal position authorities within the organization
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agreement. o Interests: both Yours and Theirs → what are they? o Options: part of an agreement, specific commitment (do not dwell on a single solution. o Standards: how do you resolve the issue? turn opposition into a brainstorm. o Alternatives: BATNA (Best Alternative To a Negotiated Agreement) → Identify Yours, Boost, Decide, Identify Theirs: ideally a walk-away agreement/best course of action. o Proposals: What would you be content with? • 3 Reactions: o Striking Back: rarely advances
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the bargaining zone. I have learned that compromising, even-splitting or building trust are not the right tactics in a win-win negotiation. Instead, knowing yourself (i.e. your target, your BATNA, reservations points, etc.), understanding your counterparty (i.e. their underlying interests, concerns, their BATNA, etc.) and assessing the situation (i.e. number of parties, cultural differences, power distributions, etc.) are the keys to become a successful
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Double-check the accuracy of your scoring system. □ (g) Use the scoring system to evaluate any offer that is on the table. □ 4. What is your “best alternative to negotiated agreement” (BATNA)? □ 5. What is your resistance point (e.g., the worst agreement you are willing to accept before ending negotiations)? If your BATNA is vague, consider identifying the minimum terms you can possibly accept and beyond which you must recess to gather more information. B. About the Other Side □ 1. How important is
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Mutually acceptable (beneficial) solution • Alternatives Shape Relationship o Evaluating interdependence depends heavily on the alternatives to working together o The desirability to work together is better for outcomes o Best available alternative: BATNA Best alt to a negotiated agreement • Mutual Adjustment o Continues throughout the negotiation as both parties act to influence the other o One of the key causes of the changes that occur during a negotiation o Understand how people will adjust
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Assignment 2 - Personal Negotiation Analysis NAME: Siddharth Surana CLASS: Monday Class Date: 10/31/11 FACTUAL NEGOTIATION BACKGROUND The deal that I will be talking about is a series of negotiations that took place on behalf of my company, represented by me, and an external customer (Sam), who is a multinational corporation dealing with minerals. My company (Jose) is a minerals manufacturing company. Sam used to purchase one of their 2 Raw materials from us and the other material was
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Preparation For this negotiation, I had prepared my BATNA (Best Alternative or a plan B in case my plan A failed) as mentioned by Fisher, Ury, and Patton (1991, p. 100), since every negotiator has a BATNA including the opponent. As a station owner, I was very clear about my interests in selling the gas station, I had done my market research, and I also knew “why” Taxoil was interested in the station and that they were looking to expand. As stated by Sebinus in his article, I was trying to understand
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Gesellschaft (DGG) and Global Service BATNA The Luna Case served as a dynamic negotiation process as it surfaced gender, cultural, and geographical barriers. In William Ury’s book Getting Past No, each of the five barriers to cooperation was touched upon: your reaction, their emotion, their position, their dissatisfaction, and their power. Realistically, there were many plausible negotiation strategies that Erika Graeper could have pursued, but in my opinion DGG’s strongest BATNA was to open up communication
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