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Article Review - Art of Negotiating 2013Document Transcript
BSMH 5113BUSINESS NEGOTIATIONSArticle ReviewThe Art of NegotiatingSamina.A and Vanita.MBy814284 - PRIDHIVRAJ NAIDU18thMay 2013
1.0 IntroductionIn general terms, negotiation is a resolution of conflict. We enter negotiations in order to start or continue arelationship and resolve an issue. In this article the author is focusing in the steps of negotiation followed by theimportant skills needed to make a successful negotiation consisting of non-verbal communications. Finally theauthor also discussed on the major factors that lead to failure of a negotiation.2.0 Gist of ArticleIn the competitive business world it is equally important to effectively negotiate your benefits is just asimportant as the skill sets that got through the door.2.1 A successful negotiation is a process that has to follow the scientific stepsa. RecognizeNegotiators need to analyze and understand the need for a negotiation. The negotiator needs to observe thechanges in the opponent to understand the strengths and weaknesses of the negotiating partyb. Prepare and PlanPreparation needs to focus on seven matters, the stylistic and cultural differences between the peoplenegotiating, the goals of each side, the timing of the negotiation, the standards and norms that will govern whata "fair" price is, the prospects for a future relationship, the underlying interests that are bringing the partiestogether and the issue of who needs the deal more.Other than being prepared on the goals of the negotiations the negotiator needs to prepare an alternativeproposal and establish BATNA (The Best Alternative to a Negotiated Agreement)c. Establish rapportIt is essential to build a relationship with the negotiating parties, listening, understanding, high goals, integrity,reliability and speaking are the vital skills for building bridges. This would help to develop new ideas during thenegotiation
d. Pattern Recognition, mental stimulation and reflection-in-actionPattern recognition is to read the movement of the negotiation to pin point the direction of the negotiations.Mental simulation is to look at the developments and foresee the negotiators moves. Reflection-in-action is tobe careful in own actions and speeches even though engaged in active interaction with the other party.2.2 Non Verbal CommunicationsNon Verbal communication is important in successful interactions. A hidden verbal and nonverbal responsefrom the other side is necessary to determine whether alternative strategies and tactics are needed. It isimportant to be alert of the body language to determine the message it conveys. Some examples discussed bythe author are as follows:Body Language Possible meaningAvoiding eye contactLyingNot interestedNot telling the whole truthSerious Eye Contact Trying to intimidateShowing angerTouching theface/fidgetingNervousnessLack of confidenceSubmissionNodding AgreeingWilling to compromiseShaking the head/turning awayFrustratedIn disbeliefDisagreeing with a point2.3 Three major reasons why deals faila. Interest of the parties don’t alignIs the most obvious reason of negotiations failure, rather than spending time to ponder and thinking, its best toannounce “no deal” and move on.b. Mismanagement of the bargaining processMismanagement normally occurs when the wrong methods of communication used, the pace of the negotiationsnot synchronized and lack of commitment.c. Human psychology
Refers to the “people” part of the negotiations, in the case misuse of words, disrespect and personal historybetween the negotiators may reduce professionalism and may cause the deal to be ended earlier with or withoutany valid reason.3.0 ConclusionThe article is very much clear and precise in the matters the author is looking in to, the definition of negotiationsteps as scientific is very much illustrated and explained well. Negotiation is a complete process from the firstlook to closing the deal, well-orchestrated according the steps proposed will provide to reach the results.ReferencesSamina, A., & Vinita, M. (2010). The Art of Negotiating, Advances in Management3(9), 26–31.