BBA 3003

NEGOTIATION

CHUANG WAN YIK

202389

950314-01-5432

SEPTEMBER 2016
Contents

title page

INTRODUCTION 2-4

BODY 5-12

CONCLUSION 13-14

REFERENCE 15

COURSEWORK 16-21

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Introduction

1) Explain what negotiation

General: Bargaining (give and take) process between two or more parties (each with its

own aims, needs, and viewpoints) seeking to discover a common ground and reach an

agreement to settle a matter of mutual concern or resolve a conflict. Noun form of the

verb negotiate. Banking: Accepting or trading a negotiable instrument. Contracting: Use

of any method to award a contract other than sealed bidding. Trading: Process by which

a negotiable instrument is transferred from one party (transferor) to another (transferee)

by endorsement or delivery. The transferee takes the instrument in good faith, for value,

and without notice of any defect in the title of the transferor, and obtains an indefeasible

title.

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(b) Explain why we need to be a win-win negotiator

Keep the child motivated to willingly honour the decision because he or she participated

in the process. Lead to unique solutions for unique problems. The process of coming to

a win-win agreement allows for creativity and flexibility. This is very different from

textbook-like decisions that are often popularized in the media. Encourage children to

think and accept responsibility for their problems and the solutions. Eliminate the need

for parents to rely on "power and authority" to impose a solution. Power often creates

mistrust, animosity, and distance between children and their parents. Reduce the

chances of increase conflict and unresolved anger. Require less enforcing by parents.

Have a positive impact on the parent/child relationship. Negotiating helps create a

feeling of cooperation and respect. The Win-Lose Approach to Negotiation is

sometimes seen in terms of ‘getting your own way’, ‘driving a hard bargain’ or ‘beating

off the opposition’. While in the short term bargaining may well achieve the aims for

one side, it is also a Win-Lose approach. This means that while one side wins the other

loses and this outcome may well damage future relationships between the parties. It

also increases the likelihood of relationships breaking down, of people walking out or

refusing to deal with the ‘winners’ again and the process ending in a bitter dispute.

Win-Lose bargaining is probably the most familiar form of negotiating that is

undertaken. Individuals decide what they want, then each side takes up an extreme

position, such as asking the other side for much more than they expect to get. Through

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haggling – the giving and making of concessions – a compromise is reached, and each

side’s hope is that this compromise will be in their favour.

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Body

1) Discuss characteristics of win-win negotiators

Win/Win negotiators whose goal is Results with Relationship have learned through

experience that you need more than rules and rituals to get results. You need important

personal characteristics (key attributes and traits) that you either come by naturally or

that you learn through the “school of hard knocks”. Leave little to chance. Win/Win

negotiators know this: everything that can go wrong just might. Negotiation is a

dynamic process with numerous moving parts, all of which are negotiable. They expect

the unexpected and prepare accordingly. Be patient, persistent and creative. Advantage

always goes to the patient negotiator who persistently pursues creative win/win

solutions. Negotiation is a complex process that takes time. Progress usually comes in

small increments. Impatient negotiators who lack persistence often leave potential

results on the table and make costly mistakes. The most successful and effective

negotiators are the most creative. Good solutions eventually come to those with the

patience to wait for them, the persistence work for them and the desire to produce

innovative win/win results. And don’t forget, some of the more difficult negotiations

will likely call for quite a bit of stamina. Listen, listen and then listen some more. The

most successful/effective negotiators spend far more time listening and asking questions

than they do talking. Gathering information and then thoroughly understanding that

information takes precedence over sharing information. Once you fully comprehend

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your counterpart’s frame of reference, it’s easier to know what to share and how to

share it in order to build trust and move the negotiation forward. Show empathy. What

is empathy? It’s an attempt to understand, be aware of and sensitive to the feelings,

thoughts, experiences, frame of reference, interests (needs/priorities) and positions of

your counterpart. Successful/Effective negotiators understand that in order to manage

conflicting points of view and achieve a win/win result, you must provide your

counterpart with convincing reasons to exchange their ideas for the ones you suggest.

Your counterpart will be much more receptive and your rationale much more

convincing if he/she is confident that you understand and that you are sensitive to

his/her point of view, interests (needs/priorities) and position. Empathy builds rapport,

encourages information sharing, establishes mutual respect and moves the negotiation

forward in a positive direction. Be sensitive to nonverbal cues. Not only are

successful/effective negotiators sensitive to nonverbal cues, they can also read the ones

that actually matter. Experienced negotiators are really good at sending nonverbal cues

meant to disguise information, and in some cases, outright deceive their counterparts.

Win/Win negotiators focus on two nonverbal sources that are difficult (not impossible)

for inexperienced negotiators to control: the eyes and the voice. Believe it or not,

people’s eyes and voice can provide valuable nonverbal information about both the

relationship and the emotional state of the parties in a negotiation. When messages

delivered verbally conflict with messages delivered nonverbally from the eyes and

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voice, experienced negotiators tend to attribute more credibility to the nonverbal

messages. Don’t take things personally. When you feel angry, frustrated, embarrassed,

defensive or just plain upset because of the effects your counterpart’s beliefs, attitudes

or behaviours are having on you in a negotiation, it’s extremely difficult to respond

intelligently and calmly. If you react emotionally, the consequences tend not to be in

your best interests and usually make a bad situation worse – not better. Through Mental

Sublimation, successful/effective negotiators have learned to detach themselves

emotionally by accepting the fact that the beliefs, attitudes and behaviours of their

counterparts do not belong to them. And as a result, they don’t take responsibility for

them either. This is one of life’s most important skills: how to “not take things

personally. Be an innovative and creative problem-solver. Negotiations are competitive.

And so they should be. If a win/win solution is to be found, this spirited rivalry calls for

a cooperative attitude capable of joint problem solving and compromise. When

successful/effective negotiators find themselves faced head-on with problematic issues

that impede the movement towards a mutually acceptable conclusion, they suggest the

following joint problem solving approach. This requires both negotiators to view

problem issues as opportunities rather than impossible barrier. Stay flexible.

Negotiation is movement. It is an exercise in flexibility. The opening offer or counter

offer is never the final mutually acceptable solution. Yes, all generalizations are false

(including this one)! Experienced negotiators go through the habitual ritual of

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developing. Learn from your mistakes. As you strive to be a successful/effective

negotiator, no matter what stage of development you are in currently – newbie, absolute

pro, or somewhere in the middle – there will be times when your intuition, intellect,

self-control or self-discipline fails you. When that happens, you make mistakes that can

find you doing or saying things that are not in your best interests.

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2) Discuss the way manage the negative emotions.

My teenage years were difficult ones because I got bullied all the time. The bullies

called me names. They made fun of me. They spread rumours about me. They took my

belongings and refused to return them to me. They once locked me in a classroom. Not

surprisingly, I became angry, resentful, and fearful and depressed. I would cry myself to

sleep, and I would dread the thought of having to face the bullies in school the

following day. Moreover, I developed a short temper and I’d react violently whenever I

was provoked. I even allowed my emotions to overwhelm me to the point where I

stopped talking. It really scares me to think about the path I was headed down as a

teenager! I’m glad to say that the bullying eventually stopped, and that I overcame all of

the hurt and pain I experienced. Although I believe that bullying is never okay, I’ll

admit that I did many annoying things, which indirectly encouraged the bullies to

continue their behaviour. I’ll also take full responsibility for not disciplining my

emotions and for not intentionally choosing to respond to the bullies in a better way.

I’ve since learned a lot about the importance of taking charge of my emotions. In this

article, I’d like to share with you nine tips that have enabled me to keep my negative

emotions in check. Recognize the Power of Emotions like to think of ourselves as

highly rational beings, but we’re usually not. We make impulsive decisions every day

based on how we feel. We’ve all said and done things in the heat of the moment that we

later regretted. Being aware of how much influence our emotions have over our lives is

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the first step to taking charge of them. Emotions Doesn’t Always Represent the Truth

Just because we feel a certain way doesn’t make it a reality. For example, we might feel

that we’re a failure or that we’re unloved or that we’re stupid, but that doesn’t mean it’s

true. Our feelings colour our perception of reality. We need to understand, however, that

these feelings can misrepresent the actual—and often less gloomy—state of affairs.

Avoid Toxic People I’ve heard it said that we’re the average of the five people we

spend most of our time with. This isn’t a scientific fact, but it’s a principle that holds

true in general. If we’re constantly hanging out with people who are angry, grumpy and

discouraging, we’ll eventually become like them. It’s difficult to be in control of our

emotions when we spend a lot of time with people who push our buttons in the wrong

way. Ask for Supportive we want to make any significant change in our lives, we’ll

need the support of the people closest to us. Taking charge of our emotions definitely

falls in that category. Maybe you’re in a difficult situation where someone close to you

is also someone who is a negative influence in your life. If that’s the case, you could try

saying to this person, “I want to make a change in my life, and I need your support.

You’re very important to me and I care about you deeply. But if you’re not able to

support me, I think we need to limit our interactions. “This might seem a little harsh, but

it’s necessary for your growth and development. Use Words as a Tool to Feel Better

Words are powerful, and we can harness that power to change our emotional state.

When we’re feeling down, we need to train ourselves to use our words to improve—and

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even transform—our situation, rather than merely describe it.For instance, even if

you’re feeling disappointed, you could choose to say, “I’m going to try again and I’m

going to be successful this time around.” This will make you feel much more

empowered than if you used words as a tool to describe your situation: “I’ve failed. I’m

just not cut out for this. “It takes discipline and practice in order for us to cultivate this

habit, but it’s vital if we want to exert our will over our emotions. The Underlying

Message In communication, it’s not what we say that matters; it’s what people hear.

When we’re constantly frustrated and angry at work, our co-workers hear us saying, “I

don’t like my job and I don’t like being around people like you. “When we’re

frequently impatient with our family members, they hear us saying, “I refuse to be nice

to you because you’re not important to me.”Once we become conscious of the indirect

and unintended messages we communicate every time we fail to control our negative

emotions, we’ll realize the importance of exercising self-control in this area. Wait Two

Seconds before Suresponding it’s amazing how big of a difference two seconds makes

when we’re upset. Every time we respond immediately—and instinctively—to an

unkind remark, our words reek of spite and malice. If, on the other hand, we

intentionally wait for at least two seconds before replying, it’s far more likely that we’ll

respond in a measured way that will help the situation. Take Care of Your Physical

Needs. In The Power of Full Engagement, Jim Loehr and Tony Schwartz describe the

four key areas of our life: physical, emotional, mental and spiritual. Loehr and Schwartz

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assert that we should strive to achieve optimality in each of those areas, and in the order

listed. This means that if we don’t attain physical optimality, it will be difficult to attain

emotional optimality. If, for example, we’re sleep-deprived, it’s almost impossible not

to be moody and irritable. Thus, it’s essential that we take care of our physical needs—

sleep, exercise, nutrition—if we want to be emotionally stable. “What’s one thing I

could do right now? “When we’re in an emotionally distressed state, sometimes it’s not

helpful to be alone with our thoughts. This is because it’s too easy to allow ourselves to

wallow in self-pity or to become overwhelmed by fear or hatred. Instead, we could ask

ourselves, “What’s one thing I could do right now?” This isn’t an attempt to ignore our

problems; it’s a way to take our mind off of our problems temporarily so that we can

gain perspective on our circumstances. Additionally, taking action often changes our

emotions in ways that thinking would never be able to. Parting Words on Negative

Emotions are things of exquisite beauty. They form a huge part of what makes us

human, and they enable us to be fully alive. Life would be incredibly dull if we weren’t

able to experience such a breadth and depth of emotions! But if we allow our emotions

to swing us around wildly, we’ll end up hurting others and damaging relationships.

We’re all on a journey of keeping our negative emotions in check so that we can lead

lives of even greater abundance.

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Summary

The course introduces students to key negotiation skills often used by successful

negotiators in their respective domains. It focuses on key skills planning your

negotiations, analysing your opponent’s negotiation position, key communication skills

for negotiators, negotiation strategies, negotiation tactics and closing negotiations. In

any disagreement, individuals understandably aim to achieve the best possible outcome

for their position (or perhaps an organisation they represent). However, the principles of

fairness, seeking mutual benefit and maintaining a relationship are the keys to a

successful outcome. This course is designed to give you a practical, hands-on

opportunity to learn about negotiating in an international business context. Most people

find that even if they have never formally studied negotiating, they have some skills,

because negotiation is such an integral part of everyday life. This course is designed to

help you become aware of the negotiating skills you may already possess and applies a

theoretical framework to that tacit knowledge. Strategies and techniques are presented

that will help you to become a more sophisticated negotiator and enable you to face the

wide variety of circumstances that might present themselves in the world of

international business. Due to the international focus, the course contains an

intercultural component that is designed to help you to understand the basics of how

cultures differ, so that you can understand the differences in negotiating behaviour from

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one cultural group to another. The cultural differences that exist within the classroom

are also exploited for learning purposes.

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References

http://www.skillsyouneed.com/ips/negotiation.html

http://muele.mak.ac.ug/course/info.php?id=1082

http://moodle.epfl.ch/course/info.php?id=3311

https://www.betterhealth.vic.gov.au/health/healthyliving/negative-emotions

https://www.safaribooksonline.com/library/view/stts-win-win-negotiation/

9789814312769/xhtml/ch2-5.html

http://www.situationalcommunication.com/10-winning-characteristics-of-

successfuleffective-winwin-negotiators/

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Coursework

Name: Chuang Wan Yik

Student ID: 202389

IC: 950314-01-5432

1. Please describe the negotiation process.

Like everything else, negotiation has a beginning, a middle, and an end. The beginning

phase is often called the preparation phase, or pre-negotiation. The middle phase would

be the actual negotiation itself, what actually happens during the negotiation, and then

the end, which is when decisions and agreements are made. Some negotiators think the

job is done when they leave the negotiating table. Others see a post-negotiation phase,

when negotiation extends into implementation of agreements or decisions settled by the

negotiation. Negotiation stages can be viewed broadly as above, or we can be even more

detailed, and include specific sub-stages and components. No matter how detailed and

specific we want to be, negotiation is a structured process, and every negotiation must

have these:

Introduction. This is where one sets the stage for negotiation. One sets about, to use a

romantic term, discovering each other (which is the more politically correct way of

saying to dig up stuff about the OP), developing the relationship (which is the more

politically correct way of saying to build up the OP to go your way), building common

ground (which is the more politically correct way of saying to test the limits the OP will

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go). Differentiation. This is the area of conflict where parties will have to take different

stands. But in doing so, determining where each other's limits are, what priorities are

with issues, how much they are willing to concede, etc. Integration. This is where after

discussing differences, parties are able to review options, search for solutions, ways to

reach agreement. This would be the crucial point of negotiation which determines its

outcome, whether parties can integrate their differing positions and interests.

Settlement. If parties are still negotiating, or talking to each other at this stage, closure

occurs in terms of agreement being reached, final offers and commitment to decisions

made. Each of these stages must be fully played out and developed, with individual

objectives achieved, before the next stage can be tackled. Because I am a highly original

person, I have cut the cake of the negotiation process according to stages that consist of

what one needs to do at a particular stage, and what one can expect to happen. •

Planning and Preparing • Doing It • Working toward Agreement • Dealing with the

Difficulties • Closure Subsequent chapters will deal with each of these areas.

2. How to listen?

Listening is a little bit more than just hearing. Hearing is a physiological response,

automatic as long as we aren't deaf. But we can be deaf with our hearts when we don't

listen. Listening is purposeful, conscious, hearing with our hearts, our senses. It is

psychological not physiological. We've been told we do not need to learn how to hear,

but we sure need to learn how to listen. Listening might be the most important

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interpersonal skill in negotiation. We have seen its uses in previous chapters. Why don't

we listen? For one thing, there is just so much to hear!!! The average English speaker

supposedly jabbers 115-130 words per minute, but our thinking speed exceeds 500

words per minute. Boredom is another reason. We switch off because we don't find the

material interesting enough to hold our attention. Listening also involves emotions.

Heard the term "switched off", "tuned off"? This is what happens when we do not want

to be emotionally involved in what is being said. In business negotiation, this must

never happen. We need to pay attention all the time and hang on every word the OP

says — even if they are yawn inducers. Why do we need our ears peeled nonstop? In

negotiation, we listen to obtain information. Chapter Two stressed the importance of

information. One way to get this, if not the most effective way, is to listen. We can

listen to what our OP and others have told us, for example, apparently innocent remarks

about how a rival company had to decrease its annual bonus, tells us the company might

be experiencing financial troubles. In business, we must listen all the time, picking up

little nuggets of information that can come in useful. We can also listen for affirmation.

This means being alert to the responses of our OP, to how and when they acknowledge

our statements, provide us feedback, tell us what they feel, whether they agree with us.

Listening enables us to push the negotiation forward, because we build on the

information and knowledge we have received. Listening also steers interaction and

communication onto a cordial and congenial track. When others know that we are

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listening, are genuinely interested in what they are saying, rather than just passing the

time, this lowers their defenses, and they feel more positively about us. In negotiation,

this can contribute to a more favorable outlook by the OP on our case. Thus, listening is

a crucial building block of relationships. It builds trust through the openness that is

created when parties listen to each other. Listening tells our OPs they are being

understood, and very importantly, that they are respected. Listening can also orientate

negotiators to the environment, facilitating the detection of undercurrents in the

atmosphere, little subtle clues to position changes, new demands, and acceptance.

Listening is a strength, a solid basis for power. The phrase breakdown in

communication usually means breakdown in listening. People stop listening to each

other. WL communication, for example, can fast lead to deadlock, because negotiators

have little intention of listening to each other. Let's see what we need to pay attention to

when we listen. Factors in Listening One thing to listen for is the order in which points

are conveyed, the way a sentence has been structured. For example, you’ve signed the

document can be a statement sentence, as well as a question, as in, you’ve signed the

document? Tones, rhythms, and emphasis are things we also need to listen for, not just

to what is being said, but how it is being said, that is, we listen also to voice, for clues to

our feelings, emotions. Although nothing but beaten air (stated by Seneca, I think), our

voices can make OPs sit up or fall asleep, warn them or warm them, honey them to

reach agreement or direct them straight into deadlock. A change in tone of voice can

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indicate that the negotiator is pleased, displeased, happy, angry; the whole gamut of

human emotions can be conveyed through voice. You can listen even when no one is

speaking. This might be the most important type of listening — listening to silence.

What isn't said is usually more important than what is said. Especially in negotiation,

sometimes our hands are tied and we cannot disclose information, but we know our OP

needs the information to construct their proposal, so we use voice to convey the

meanings we are unable to express verbally. In negotiation, if you find your OP seems

quiet, check whether a reason could be that you are talking too much. Your attitudes

toward other people also affect listening. Do you cut people off when they are talking?

Do you feel inferior or superior to people when they talk? If you tend to be arrogant

with the only golden voice being your own, yes, you will have a problem in negotiation.

Listening is also a matter of perception. We listen only when we perceive the person as

worth listening to. The danger of this in negotiation is we underestimate our OP — the

worst thing to do!!! We think they are from the boondocks, so we feel we can afford a

little shut eye when they speak. Lo and behold, they turn out to be brilliant and smart,

and wipe us out. If only we had listened. How to listen Make a conscious effort to

identify your listening habits. Ask yourself whether you find it hard to pay attention. Do

you lose attention quickly, or do you get bored easily and turn off? Remember your OP

can be boring, but he is still the necessary partner in your negotiation, to whom you

must constantly listen. Be prepared to listen. Keep an open mind — and heart. Block

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out distractions, for example, the speaker's clothes, hair, noise, the growls from your

hungry tummy. Take notes, pay attention to key points. Give your undivided attention

to your speaker. Respond. Nod, smile, make appropriate facial expressions, ask and

answer questions. Your responses will encourage the OP to be even more forthcoming,

informative, willing to open up to you. Don't interrupt. Ill-timed and constant

interruptions are a cheapo tactic to throw OPs off-course, but even when not meant as

such, are still irritating, disruptive, and rude. Don't be judgmental. If we are, it might

show on our faces or body language, which would put a dampener on the OP's flow.

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