In this week’s Discussion, you will practice the negotiation skills and strategies you have learned. Using the fictional scenario provided, role-play the conflict with a friend, family member, coworker, or anyone willing to participate (including a classmate). To begin, you and your partner will each select one of the employees mentioned in the scenario below. Provide your partner with a copy of the scenario and try to work out your conflict using negotiation skills and strategies you have learned thus far. No experience or knowledge of conflict is needed for your partner’s character. Simply read the scenario and prepare to role-play. Scenario Two employees, Brian and Jon work in the same enclosed office and there are no other spaces available where either could be shifted. They are becoming increasingly frustrated about how to share the space and be productive. Brian likes to work with the door open, but Jon likes the door closed. Brian tends to shift tasks frequently, talking on his cell phone or speaking to people going by, while Jon prefers to do one task at a time. Jon tends to talk to himself as he is working. Jon also likes to put large sticky notes on the wall to visualize what he is working on, while Brian works primarily on his computer. Brian likes to spread a number of different items out to refer to as he is working and tends to leave them on the floor and all around his desk until he is finished. Both are claiming that each other’s work habits are preventing the other from working to full capacity. After you have completed the role-playing activity, use the Discussion board to reflect upon the activity and discuss your experiences. Here’s an example of my Colleagues response to the discussion listed below: Natasha Mills  Put Your Skills to Practical Use During role play of the given scenario with a friend, I played Brian while my friend was Jon. The negotiation preparation process involved outlining the objectives of the negotiation, the best possible outcomes, and the concessions I was willing to make, as well as those that I would not. Therefore, I applied some of the key actions that Evan & Richardson (2010) present as pre-negotiation activities. Further, I analyzed and questioned my assumptions about Jon prior to the negotiation, which completed a part of the Negotiation Preparation Worksheet. During my preparation for the negotiation, the goal was to have a work space that was conducive for both of us. My BATNA was to involve a mediator because the issue needed to be resolved for us to meet our task objectives productively while working within the same space. The only concessions I was willing to make concerned my preference for an open door as opposed to Jon’s preference for a closed door, speaking to people passing by, and spreading items on the floor and leaving them there. The conversation did not go well as expected because each of us was keen on pointing out the annoying behaviors of the other. Instead of finding ...

1. In this week’s Discussion, you will practice the negotiation
skills and strategies you have learned. Using the fictional
scenario provided, role-play the conflict with a friend, family
member, coworker, or anyone willing to participate (including a
classmate).
To begin, you and your partner will each select one of the
employees mentioned in the scenario below. Provide your
partner with a copy of the scenario and try to work out your
conflict using negotiation skills and strategies you have learned
thus far. No experience or knowledge of conflict is needed for
your partner’s character. Simply read the scenario and prepare
to role-play.
Scenario
Two employees, Brian and Jon work in the same enclosed office
and there are no other spaces available where either could be
shifted. They are becoming increasingly frustrated about how to
share the space and be productive. Brian likes to work with the
door open, but Jon likes the door closed. Brian tends to shift
tasks frequently, talking on his cell phone or speaking to people
going by, while Jon prefers to do one task at a time. Jon tends
to talk to himself as he is working. Jon also likes to put large
sticky notes on the wall to visualize what he is working on,
while Brian works primarily on his computer. Brian likes to
spread a number of different items out to refer to as he is
working and tends to leave them on the floor and all around his
desk until he is finished. Both are claiming that each other’s
work habits are preventing the other from working to full
capacity.
After you have completed the role-playing activity, use the
Discussion board to reflect upon the activity and discuss your
experiences.
Here’s an example of my Colleagues response to the discussion
listed below:
Natasha Mills

2. Put Your Skills to Practical Use
During role play of the given scenario with a friend, I played
Brian while my friend was Jon. The negotiation preparation
process involved outlining the objectives of the negotiation, the
best possible outcomes, and the concessions I was w illing to
make, as well as those that I would not. Therefore, I applied
some of the key actions that Evan & Richardson (2010) present
as pre-negotiation activities. Further, I analyzed and questioned
my assumptions about Jon prior to the negotiation, which
completed a part of the Negotiation Preparation Worksheet.
During my preparation for the negotiation, the goal was to have
a work space that was conducive for both of us. My BATNA
was to involve a mediator because the issue needed to be
resolved for us to meet our task objectives productively while
working within the same space. The only concessions I was
willing to make concerned my preference for an open door as
opposed to Jon’s preference for a closed door, speaking to
people passing by, and spreading items on the floor and leaving
them there.
The conversation did not go well as expected because each of us
was keen on pointing out the annoying behaviors of the other.
Instead of finding solutions to make our workspace conducive
for both of us, we reached an impasse and decided to involve a
mediator. The inability to achieve mutually satisfying outcomes
on our own was the result of the competitive stance that each of
us took. More specifically, Jon was not as forthcoming about
his position on the issue due to the perception that his behaviors
were less annoying. “The competitive negotiator learns as much
as possible about the other person’s position without giving
away her or his own position” (Cahn & Abigail, 2014, p.231).
From this, I learned that my conflict style of confronting was
not applicable to all situations, particularly this situation. I
needed to find a more effective conflict approach.
The conflict issue was caused by the identification of behaviors

3. that each found annoying about the other. My most preferred
conflict style is confronting or collaboration, followed by
accommodating, and then avoiding. These conflict styles played
a critical part in the role-play. I had initially adopted the
confronting conflict style but the moment I learned that Jon was
not forthcoming, I shifted to the avoiding conflict style and
withdrew from the conflict, with an intention of seeking the
help of a mediator. There was nothing new about my conflict
style to this conflict because this is how I deal with conflict
situations in the sense that I jump to another conflict style when
one fails. On the other hand, my partner’s conflict style
resembled that of competing. According to Cahn & Abigail
(2014), a competitive conflict style is one where conflicting
party view an argument as a competition. This was the case with
Jon during the negotiation. This assessment can help me during
the negotiation process by learning and implementing strategies
that can turn the competition into collaboration.
If I had to do this again, I would consider different possible
outcomes of the conflict situation during the pre-negotiation
stage as opposed to limiting my focus on a certain outcome. A
focus on one outcome led me to strategize my point on the issue
to target one goal, which was to create a conducive workspace
for Jon and I. As a result, I was not ready for the trajectory that
the negotiation took. During the negotiation, I would improve
my conflict communication, particularly listening skills.
Communication is a core component of effective negotiation
(Laureate Education (Producer), n.d). My poor listening skills
significantly fueled Jon’s competitive conflict approach because
my response sounded like attacks on Jon. Therefore, I would
make changes to the communication strategies I used during the
negotiation. Holistically, the activity led me to the realization
that negotiations can be challenging if not approached
strategically. This is a lesson that will shape any future
negotiation processes I will find myself in.
Cahn, D. D., & Abigail, R. A. (2014). Managing conflict
through communication (5th ed.). Upper Saddle River, NJ:

4. Pearson Education.
Evans, C., & Richardson, M. (2010). How to negotiate
effectively. British Journal of Administrative Management, 69,
32−33.
Laureate Education (Producer). (n.d.). Introduction to
negotiation [Video file]. Baltimore, MD: Author.
Bottom of Form
E
Module 3: Sample Leadership InterviewSelection
I was fortunate to have the opportunity to talk with Nick Darin,
Vice President of Finance and Technology for J&L Industrial
Supply. He is indeed a very accomplished and dynamic
individual as was evidenced during our discussion. Mr. Darin
offered his thoughts and experience on leadership as well as
sharing some of his own personal leadership philosophy.
During our interview he displayed a command for the subject of
leadership showing that this is an issue that he not only cares
about, but that he has also devoted some time to exploring.
Mr. Darin is an experienced financial professional and
business manager. He is a graduate of the University of
Michigan Dearborn with a degree in accounting and received his
MBA from Central Michigan University. Mr. Darin is also a
Certified Management Accountant and a member of the Institute
of Managerial Accountants and Financial Executives
International. He has almost twenty years of experience
working in financial management and has held many different
positions including modeling analyst, controller and executive
positions.
Mr. Darin was selected due to his extensive experience and
acknowledged commitment to excellence. Additionally, I have
the pleasure of working very closely with him on a daily basis
and knew that his answers and comments would be very candid.
I wanted to understand the steps that Mr. Darin had taken and

5. how his leadership has developed over time because I would
like to develop myself to move into a position as a financial
executive in the future.
Questions
How would you define effective leadership?
Leadership is the act (challenge) of aligning (vision) both
human capital (competencies) and physical resources (land,
machines, technology) to attain goals or aspirations.
Do you think leadership develops with experience? Please
explain.
Yes, life experiences (positive & negative) influence the
learning continuum towards making optimal leadership
decisions
Are there one or two experiences you look back on as having
been especially valuable in helping develop your own
leadership? Please briefly describe them.
Participating in a Business Turnaround (evaluating and
managing strategic objectives)
Orchestrating the Divestiture of a $200M Business Unit
(executing large scale initiatives aligning resources)
What made these experiences so valuable?
Both required vision and the ability to influence resources to
achieve results.
Have your own views of leadership changed over time? Explain
how.
Yes, my views have become more strategically focused. Heavily

6. concentrated in alignment and coordination of competencies and
resources to gain competitive edge (differentiator) from
business and personal perspective.
Do you think leadership in your arena is much different from, or
involves different pressures, than leadership in other arenas?
Explain.
Not really, any differences are a result of the leaders disposition
towards the way they lead. Expectations are the same for all
leaders but there are different goals in some cases.
Do you ever reflect, after the fact, about how effective your
behavior was in a particular situation? Is this ever a source of
new or different insights? Please share your insights.
All of the time, being a type “A” individual I have the constant
challenge of not driving through issues and people to get
results. I will summarize with the following: “Knowledge is
Intellectual, Power is Humbleness”.
What do you feel is the single most important attribute for a
leader to possess?
The single most important attribute is the ability to influence
people driven by cooperation, enthusiasm and confidence
(motivation).
Is there any advice you would give people early in their careers
about leadership?
My advice would be that leadership is built on a system of
human competencies and physical resources. The key is being to
articulate the vision, influence and coordinate available
resources.

7. How do you identify potential leaders in your organization?
By watching them articulate their position, analyzing their
thought process for complex decision-making skills, assessing
their ability to think outside of the box and observing if their
peers respond to them as leaders.
Who is one individual that you would describe as a highly
effective leader? What makes this person such an effective
leader?
Michael Jordan. He had the ability to influence others driven by
cooperation, enthusiasm, and confidence.
In your opinion what are some of the major obstacles to
effective leadership?
Individuals sometimes seek out leadership without being
prepared from a skills or accountability perspective. Leadership
takes time and can be risky.
Can you provide an example of a time in which you were called
upon to provide leadership in a situation that was foreign to you
or outside of your “sweet spot”? What skills/attributes did you
find most useful?
Taking on additional responsibilities outside of my core
discipline such as Purchasing, and IT. The most important skill
was understanding that I was not an expert in either field and
needed to ensure my staff was very qualified.
Could you generally describe the characteristics of ineffective
leadership?
Lack of ability to influence, motivate, build teams, take
calculated risks or provide vision.

8. Can you describe the characteristics of an effective follower?
Are there any additional characteristics that you would seek in
your own followers?
Effective followers understand their skill set (competencies)
and how they can impact the project or issue at hand.
Do you feel leadership is a learned skill or an innate ability?
I feel both are contributors but learned skill plays a bigger role
due to the constant augmenting or building of knowledge base
through experiences.
Do you have any other thoughts or opinions regarding
leadership that you would like to share?
Just do it!
Summary
In working and talking with Mr. Darin one issue became
very clear. He is asked to lead in a very dynamic and fast paced
environment. This fits well with Mr. Darin’s own personality,
as he is himself is a very energetic and quick moving person.
He frequently must “shift gears” moving from issue to issue
very quickly. In fact in some cases our interview was
interrupted and we actually conducted the process throughout
the day as time permitted. Mr. Darin spends most of the day
circulating through the office making sure to visit each of his
managers, checking progress on assignments and providing
feedback and guidance on their various projects. It is not
uncommon for him to pull his management staff into impromptu
meetings, discussing leadership and corporate strategic
objectives. Mr. Darin is definitely a “hands on” manager and
drives performance in his organization.
Mr. Darin demonstrates the ability to motivate individuals

9. to accomplish objectives and create positive change. These are
two themes that I heard echoed in his responses. His personal
enthusiasm is demonstrated in his approach to interacting with
his staff and tackling challenging assignments. He displays a
clear commitment to producing superior results that is
motivating and rewarding for myself.
In my interview and observations with Mr. Darin I believe
the greatest lesson learned is the fact that a leader must find the
leadership style and approach that best fits them and the
situational needs. He is a high energy individual who
demonstrates a pacesetting style that works with a very capable
and motivated staff. He has been very effective in creating
positive change and displays the characteristics he espouses. I
cannot say that I would be the same leader as Mr. Darin as we
are both shaped by different experiences, personalities and
motivation. While I would seek to accomplish many of the
same goals as Mr. Darin and would affirm the comments made
during the interview, I do not believe that his approach would
have the same effectiveness coming from me. This interview
has provided me with an excellent opportunity to understand the
important issues to leadership in an executive financial
management position, however it is one step in the broader
development of my own leadership skill set and effectiveness.
1
BUS6150 Research Citation Guide
All assignments should include research that reliable, current,
and with a substantive integration of citations. The Graduate
Research Project (GRP) also requires that most of the sources
are peer-reviewed.
Please seek to paraphrase, summarize, and synthesize what is

10. learned from articles. Avoid direct quotes. There should rarely
be a direct quote in discussions responses, video evaluations,
and application assignments. For the GRP, one short direct
quote for every five pages of body would be acceptable.
Requirements by Assignment Type
Responses to the weekly Discussion Questions:
· Sources require in-text citations and complete references.
· A minimum of one source is required.
· The required text is satisfactory for support.
· Other choices should be reliable and current.
· Peer-reviewed is not required.
Responses to the weekly Video Evaluations:
· Sources require in-text citations and complete references.
· A minimum of two sources are required.
· The video should always be cited and referenced.
· One additional source is needed to support your evaluation.
· The required text is satisfactory.
· The other source should be reliable and current.
· Peer-reviewed is not required.
Application Assignments (short papers):
· Sources require in-text citations and complete references.
· A minimum of three sources are required.
· The required text should be included as one choice.
· The other two choices should be reliable and current.
· Peer-reviewed is not required.
· Citations should be included in the synopsis, analysis, and
summary.
Graduate Research Project (GRP):

11. · Sources require in-text citations and complete references.
· All sources must be current and reliable.
· Fifteen sources are the minimum requirement; however, most
successful papers have twenty or more excellent sources with
substantial citation integration throughout. Overall, at least
eight peer-reviewed/scholarly sources must be utilized.
· The introduction must have citations and at least one peer -
reviewed citation to set the tone for subsequent research. It is
also very common to cite documents regarding the organization,
when applicable.
· The literature review should include at least six peer-reviewed
articles (eight-ten is more common). Overall, this section
should have at least four sources per topic/theme to ensure
adequate viewpoints are included.
· The analysis should include at least six peer-reviewed articles
(it is ok if they are the same ones used in the literature review).
Overall, this section should have at least four sources per
topic/theme to ensure adequate comparison, contrasting, and
analysis is achieved.
· The synthesis/integration must have citations. There isn’t a
peer-review requirement here, but many students use previous
sources along with additional articles to support
recommendations. Overall, this section should have at least four
sources.
· The conclusion must have citations and at least one scholarly
citation to support the research process and ultimate call to
action.
Description by Source Type
Reliable articles:
· All referenced articles must be reliable.
· Cited source must have an author and a date of publication.
· Exception: There are times that is it necessary to cite an

12. internal company document, company website, government
website, etc. Such sources will usually not have an author or
date of publication. This is acceptable; however, such
sources/citations will not count toward the minimum
requirements.
· Citations from sources as dictionaries, about.com, Wikipedia,
and encyclopedias are not relevant or appropriate for graduate
assignments. These should be avoided. If used, they will not
count toward the minimum requirements.
· Citations from compilation sites such as
smallbusinesschronicle.com, businessballs.com, etc. are NOT
deemed reliable because they often pull articles to their sites
without explicit permission. However, if you find something in
one of these compilation sites, you may be able to locate the
ORIGINAL article via the library – that would be acceptable.
Current articles:
· The references should also be “current.”
· Constrain your search parameters to the last five years. [Last
2-3 is even better and sometimes required – please see specific
assignment requirements!]
· The world is changing rapidly, and we must remain current
with trends and research.
· Remember, it takes time to do research and get the article
published; thus, data in journal articles is often several years
old when published!
Peer-reviewed (scholarly) articles:
· Peer-reviewed means that there is an expert panel of scholars
that does a double- or triple-blind review of an article – this
may be referred to as juried or refereed as well.
· Each expert provides critical feedback and assessment and
then recommends to an editor or publisher if the article should
be published in their scholarly journal.
· The process produces a higher level of academic quality.

13. · Scholarly or peer-reviewed research are found in scholarly
journals and will often have “journal” in the publication title.
Example: Journal of Management.
· Scholarly articles are usually 15-30 pages long. Most will
include an abstract, introduction, literature review, research
methodology, research results, discussion, and
recommendations.
· Peer-reviewed articles typically have 2 or more authors.
· The BEST and most reliable method to locate is through the
library; be sure to use the “Advanced Search” option and
constrain your search by checking the box for “Scholarly (Peer
Reviewed) Journals.”
Substantive Integration of Citations
· It is important to have a solid integration of citations
throughout assignments.
· Do not just toss in a quote for the introduction or conclusion
and believe you have satisfied this requirement.
· Example, in the Application Assignments, there must be a
substantive use of citations in your synopsis to create a
foundation; in the analysis to provide compare & contrast
information; and in the summary to strengthen and support your
position.
· It is important to have quality of citation integration not just
that you have cited the required number and/or type of sources.
Conducting a Successful Library Search
· Select Articles & Databases – such as EBSCO and ProQuest
· Always conduct an Advanced Search
· Command line 1 – enter the most important keyword(s) and
request that it is in the title of the article. For example,
transformational leadership.

14. · Command line 2 – enter the next most important keyword(s)
and request that it is in the abstract of the article. For example,
healthcare.
· Check the box for Limit to Full Text – this avoids frustration
because you will review only articles that you can fully access
versus merely an abstract.
· Select a Publication date of Last 3 years – this will ensure it is
current. If there are not sufficient results, you can ask for 4 or 5
years.
· If required, limit to search to Peer Reviewed/Scholarly –
important for the GRP.
Leader Interview
Name
BUS6150
Human Behavior and Management of Organizations
Module 3 Application Assignment
Date
Professor
Dr. Rebecca Herman
Leader Introduction

15. Interview
How would you define effective leadership?
Do you think leadership develops with experience?
Are there one or two experiences you look back on as having
been especially valuable in helping develop your own
leadership? Please briefly describe them.
What made these experiences so valuable?
Have your own views of leadership changed over time? Explain
how.
Do you think leadership in your arena (e.g., sports, business) is
much different from, or involves different pressures, than
leadership in other arenas?
Do you ever reflect, after the fact, about how effective your
behavior was in a particular situation? Is this ever a source of
new or different insights? Please share your insights.
What do you feel is the single most important attribute for a
leader to possess?

16. Is there any advice you would give people early in their careers
about leadership?
Summary
4
LEADER INTERVIEW
References
Interviewee: Renate Matthews
Position: Business Teacher at Cornerstone High School in

17. Detroit (teacher for 15 years)
Worked I education for over 30 years
Mentor Teachers, Foundation board of DADF, Life Insurance
for the State of MI, Ambassador for Empowered, DECA Advisor
CEO and Founder of S.Y.N.C (Owner for 3 years)
1. How would you define effective leadership? Effective
leadership is a complex concept because there are no specific
set traits that must be embodied by all leaders. It does, however,
require that one is able to evoke life and death listening on a
daily basis, build relationships to ensure that you have the right
people doing the right job at the right time, and consistently
make decisions that benefit both the employees of the company
and the consumers that they serve.
2. Do you think leadership develops with experience? Yes.
While there are definitely people who have characteristics that
make it easy for others to follow them, experience is a key
factor in learning how to navigate situations that you can't
prepare for, that aren't easily solved, and that involve diverse
people and personalities. Prior to getting that type of
experience, many leaders lack humility, compassion, and
empathy, which are all necessary in order to be leaders who
transform people, companies, and communities.
3. Are there one or two experiences you look back on as having
been especially valuable in helping develop your own
leadership? Please briefly describe them. One day, when I was
an Assistant Director, a challenging issue arose and I had to
make an important decision because the Director was off-site
and unavailable. So I did. When the Director returned, I
explained the situation before telling her what I decided to do
and asked her what should have been done. When she told me,
my heart dropped because I knew that I had not made the best
decision. I began to panic and wanted to back pedal and try to
reverse the decision, but she refused. She simply stated that the
decision I made would stand and that we would deal with
whatever we had to deal with if needed. It turned out fine, but I
learned two important lessons: #1 - When you are training those

18. under you, it is important that they know it's okay to make
mistakes, and #2 - It gave me the courage that I needed to step
up and make decisions instead of waiting for others to make
them for me.
4. What made these experiences so valuable? It taught me that I
do not need to be a perfectionist, that I needed to learn how to
be okay with the outcomes of my decisions, even if it simply
means needing to apologize in the end, and I learned that the
support of a great leader is key in developing other great
leaders.
5. Have your own views of leadership changed over time?
Explain how. They have indeed! I once thought that I had to be
charismatic, a great public speaker, and a fast thinker. I now
know that I can be a passionate self, I can work on being a
better speaker, and I can take my time to make deliberate
decisions without feeling rushed. However, if a decision needs
to be made quickly, I am confident that I have devised a team
that are a great resource for me and that will give me the insight
that I need to make the best decision possible.
6. Do you think leadership in your arena (e.g., sports, business)
is much different from, or involves different pressures, then
leadership in other arenas? Yes, my arena is education, and I
think that the pressures I face are quite different from the
pressures of those leaders with whom the bottom line is making
a profit. In my arena, when making a profit is the end goal, our
children suffer, and when our children suffer, the effects are
long-term, both for them and for the communities in which they
live and work.
7. Do you ever reflect, after the fact, about how effective your
behavior was in a particular situation? Is this ever a source of
new or different insights? Please share your insights. I spend
time almost every day reflecting on the decisions that I made
that day, what went well, what did not, and how I could have
approached things differently. I write my feelings in my journal
because it is important for me to be able to evaluate how my
emotions played a role in my decisions. Since I know that my

19. emotions can be a weakness, it is important that I operate not
only based on my passions but on wisdom, insight from others,
and careful thought on what is best for the good of the whole,
not just specific individuals.
8. What do you feel is the single most important attribute for a
leader to possess? I have to agree with Simon Sinek, the most
important trait of an effective leader is courage. Take a look at
his 2-minute video to see why.
9. Is there any advice you would give people early in their
careers about leadership? Surround yourself with people who
will encourage you, mentor you, and believe in you. Take good
care of yourself, never stop learning about your industry, and
make sure your main goal is to have gung-ho employees and
raving fan customers.
Week 6 Discussion 2
Put Your Skills to Practical Use
In this week’s Discussion, you will practice the negotiation
skills and strategies you have learned. Using the fictional
scenario provided, role-play the conflict with a friend, family
member, coworker, or anyone willing to participate.
To begin, you and your partner will each select one of the
employees mentioned in the scenario below. Provide your
partner with a copy of the scenario and try to work out your
conflict using negotiation skills and strategies you have learned
thus far. No experience or knowledge of conflict is needed for
your partner’s character. Simply read the scenario and prepare
to role-play.
Scenario
Two employees, Brian and Jon work in the same enclosed office
and there are no other spaces available where either could be
shifted. They are becoming increasingly frustrated about how to
share the space and be productive. Brian likes to work with the
door open, but Jon likes the door closed. Brian tends to shift
tasks frequently, talking on his cell phone or speaking to people

20. going by, while Jon prefers to do one task at a time. Jon tends
to talk to himself as he is working. Jon also likes to put large
sticky notes on the wall to visualize what he is working on,
while Brian works primarily on his computer. Brian likes to
spread a number of different items out to refer to as he is
working and tends to leave them on the floor and all around his
desk until he is finished. Both are claiming that each other’s
work habits are preventing the other from working to full
capacity.
After you have completed the role-playing activity, use the
Discussion board to reflect upon the activity and discuss your
experiences.
To prepare for this Discussion, pay particular attention to the
following Learning Resources:
· Review this week’s Learning Resources, especially:
· How to Negotiate Effectively? - Bing video
· Are You Ready to Negotiate? (harvard.edu)
· What is Negotiation? - Introduction to Negotiation |
SkillsYouNeed
Assignment:
Post a cohesive response based on your analysis of the Learning
Resources and your professional experience. Be sure to discuss
the following:
· How did you prepare for this negotiation? Which parts of the
Negotiation Preparation Worksheet (Negotiation, 2009) did you
complete? What was your goal, BATNA, and what concessions
were you prepared to make?
· Describe how the conversation went and what the outcome
was. Did you use a competitive or cooperative stance? Why?
Did you meet your objective, reach your BATNA, or make
concessions? How did these strategies work?
· Assess how your conflict styles played a part in this role-
playing activity? Did you learn anything new about your style
and approach to conflict?

21. · Based on the interaction with your partner, assess what your
partner’s conflict style might look like. How can your
assessment of your partner’s style help you during the
negotiation process?
· If you had to do this again with this person, what changes
would you make pre-negotiation, during the negotiation and
post-negotiation? Explain what you learned as a result of this
activity and how that will shape your approach to negotiation in
the future.
· 3 – 4 paragraphs
· No plagiarism
· APA citing