Business Negotiation Analysis

Analysis of Readings

Method of Negotiation Negotiation could become complex when people are emotionally involved with the problem (Fischer, Ury and Patton, 1981). Therefore, the author believes that it is critical for negotiators to recognize three negotiation principles. First, negotiators might not only have interest regarding the matter that they would like to discuss, but also the relationship with another negotiator. If one could foresee and not conflict with the most important aspect of the other party, it could potentially be easier to steer the negotiation accordingly to get what each party values the most.

Nonetheless, negotiators should avoid taking statements personally. Not only because problems should be simplified, but this

Integrative bargaining is when both negotiators focus on all parties' best interest (Provis, 2000). To achieve a win-win situation, the maximum amount of information from each party is expected to be exchanged. The advantage of this tactic includes extensive communication required as well as the profound trust that could be built during the negotiation process because of the information received regarding the other party. On the other hand, the disadvantage of integrative bargaining tactic could be possible deception or overexaggeration from either or both of the parties. Thereby, it could result in misunderstanding or even failed negotiation due to the destruction of trust. Hence, the author suggests that the securest way to conduct integrative negotiation is to maintain good intention and honesty ourselves, reserve a fair amount of business information, develop communication skills to detect dishonesties, and always have a contingency plan. Considering the other party could be unpredictable, it would be wise to practice some self-defensive

Without trust, negotiators are reluctant to communicate or demonstrate honesty themselves (Thompson, Wang and Gunia, 2010). Thereby, the first step towards an effective negotiation practice would be building a positive and trusting relationship with other negotiators. Meanwhile, cultural dimension theory is practical at the stage. Other than not to overgeneralize all negotiators, by knowing how to act upon their familiar cultural dimension will ease the tense of the conversation. In addition, an effective negotiation practice includes understanding when to use high- or low-context communication to avoid misinterpretation or miscommunication (Jonasson and Lauring, 2012). Besides, by demonstrating the same level of agreeableness and extraversion while communicating can positively affect the negotiators' psychological state, which leads to the possible success of negotiation (Wilson et al.,