NEGOTIATION PLAN

Textbook: Lewicki, R. J., Saunders, D. M., & Barry, B. (2015). Negotiation (7th ed.). New York, NY: McGraw-Hill Education. International Negotiations Plan For your final assignment in this course, you

Running Head: NEGOTIATION PLAN 0

Introduction

Every time you negotiate, you need to make choices that affect whether you achieve a successful result for the organization. The success of any negotiation depends on the level of planning and preparation one has done. This project aims to create a guide for the organization to use in talk. Negotiation should have goals and strategies defined before venturing into a consultation. Failure to have these two prime factors will portray the negotiator as the one without vision, target and objective goals of what he wants out of the negotiation.

Difference between goals and strategies

A goal can be described as a broad primary expected outcome. A strategy, on the other hand, is the approach one takes to achieve the set goals. Also, a tactic is a tool that a negotiator use in pursuing an objective associated with the strategy. In the process of planning for a negotiation, the negotiator comes up with the purposes that are the measurable step one takes to achieve the approach (Lewicki & Barry, 2015).

Ten step-plans for negotiation

1. Define the negotiating goal

During a negotiation, as a negotiator, you must define your expected result to be achieved from the discussion table. The anticipated results become your goal. The goals and viewpoint of the disagreement teams should be clarified precisely, and they need to be listed in order of priority (Lewicki & Barry, 2015). Clarification reads to a common ground for negotiation, failure to problems, and barriers to reaching a beneficial outcome will arise. For example, if you are negotiating for a CBA with the employees, know their goals are salary increase while your interest is to reduce production costs by cutting the expenses (Kennedy, 2017).

2. List significant issues in the negotiation related to achieving the goal

One of the considerable problems in the talks is determining the other party interests in bargaining. Also, one needs to understand his best alternative to mediation if the first approach fails to achieve the goal. Besides that, the negotiator should be informed of the best negotiation alternative of the opponent and work towards failing it legally (Lewicki & Barry, 2015) . For example, if you want to enter into a partnership with another company, and they have your competitor has the best alternative to a negotiated agreement, ensure that the competitor offers them a low-interest deal than yours. Hence they will be forced to buy your contract.

3. Define their relative importance of each issue and define the bargaining mix

The problem of understanding the other team interests will make it easy to decide on the approach the negotiation will take without interfering with their interests. Understanding the best negotiation alternative, on the other hand, will assist in substituting the first negotiation technique immediately. It fails to yield a positive outcome. Also, by weakening the opponent’s best negotiation alternative, it will be easy to achieve your goals. The bargaining mix can be defined as the package of issues or stake for negotiation (Lewicki & Barry, 2015). The items in the bargaining mix has its starting, target, and resistance point. For instance, when two countries are negotiating about trade embargos, knowing best negotiating alternative will assist you in achieving the goal rules that will favor your country especially when the bargaining mix reaches resistance point, the option will be substituted to bring an amicable solution (Odel et al., 2018).

4. Define the interests

Interests are the underlying causes, targets, and goals of the negotiation. The investments are the reasons for the talks. Benefits not only link to physical desires but also human emotions such as empowerment, security, recognition, and inclusivity. By clarifying one’s interest, it will create a negotiation position by opening up for a problem to be solved (Lewicki & Barry, 2015). For example, a conflict between an organization and employees about working hours, when the interest of the company is to increase productivity at minimal costs and that of workers is to get a pay raise. It is easy to start a negotiation since the interests are well defined (Fells, 2019).

5. Define the alternatives

When negotiating, one must have his best option to a consultation (BATNA) in case the first technique fails the choice will serve as a substitute to help in arriving at a negotiation agreement (Lewicki & Barry, 2015). For instance, in the example above between employer and employees, if the first alternative of giving the employee a specific rise in their salary fails, an additional bonus will serve as the best alternative to negotiations, and it will bring an agreement (Rojot, 2016).

6. Define your limits, including a resistance point

When negotiating, upon understanding your interests for negotiation, set the maximum limits that will assist you in protecting your interests in the talks. Setting boundaries will determine the resistance point whereby you cannot proceed with the negotiation (Lewicki & Barry, 2015). For instance, when negotiating for a price of a prime plot, you need to set your limits as per the standard charges in the area, beyond which it turns to be your resistance point.

7. Describe your understanding about the other party’s goals, issues and resistance point

In the process of defining the other party’s interests, one will be able to understand its goals. By understanding their goals, as a negotiator, you can determine quickly the issues that are related to these goals. By understanding the goals, you will be able to decide on the approach and the negotiation position you will take. Again, the definition of the opponent’s goals will provide information about the opponent’s limit and his resistance point. In so doing, one will negotiate carefully without violating the goals and the ceilings (Lewicki & Barry, 2015). For instance, if the purpose of selling a particular property is to cater to an emergency, then the limit amount can go half the cost price of the park below before reaching a resistance point (Yanez, 2015). 

8. Set your target and opening bid

By setting the goal clear, the objectives of the negotiation will be well understood by the negotiator. Also, opening the request gives the platform for the other opponent to start the talk (Lewicki & Barry, 2015). For example, if you are negotiating for leasing a property, you know your target amount; thus, by opening the bid, you will allow the other party to bargain. 

9. Assess the social context of the negotiation

Assessing the social context will assist the negotiator in understanding the underlying rules, habits, norms, customs, and rituals that are applied in the consultation. Also, the assessment will enable the negotiator to determine if this team dynamics, third party interests, people who will be affected by the outcome, or are the political or legal pressure are on stake (Lewicki & Barry, 2015) . For example, when there is social pressure in terms of legal, it is easy for the two parties to come into consensus (Fighting, N/A).

10. Outline how to present the issues to another party; what to say and how to say it

Firstly, I will give my concerns in chronological order following the priority of the problem. The issues with high importance will come first. During a negotiation, I will say only things that create value on both sides (Lewicki & Barry, 2015). I will say the benefits by beginning with the ones that are of less importance to me but high cost to the other party. Finally, my negotiation will be a win-win situation whereby the two parties will benefit from the outcome of the talks (Brooke, 2018). 

Conclusion

Negotiation plan is profound in achieving the organization goals, vision, objectives and interests in any negotiation. Also, it makes the negotiator understand his position, the strengths and weaknesses of the other side and embrace various strategies to achieve the ultimate goal of negotiation.

References

Brooke, P. (2018). Making Peace with Rhodesia. In Duncan Sandys and the Informal Politics of Britain’s Late Decolonisation (pp. 121-142). Palgrave Macmillan, Cham.

Fells, R., & Sheer, N. (2019). Effective negotiation: From research to results. Cambridge University Press.

Fighting, J. Dodd Asks 5-Step Plan in Viet Nam.

Kennedy, G. (2017). Strategic negotiation. Routledge.

Lewicki, R. J., Saunders, D. M., & Barry, B. (2015). Negotiation (7th ed.). New York, NY: McGraw-Hill Education.

Odell, J. S. (2018). Negotiating the world economy. Cornell University Press.

Rojot, J. (2016). Negotiation: from theory to practice. Springer.

Yanez, M. (2015). Negotiating guided reading decisions: Making connections and growing through reflection (Doctoral dissertation).

(Lewicki & Barry, 2015)