Sikkimmanipaluniversity 172 conflictmanagement unit12

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Unformatted text preview: which each party gives up something of value in order to reach agreement. Integrative bargaining This strategy is adopted to create a win­win solution. Integrative bargaining builds long­term relationships and facilitates collaborative work. Following conditions are necessary for this type of negotiation to succeed (Robbins, 2003): · Parties who are open with information and candid about their concerns · A sensitivity by both parties to the other’s needs · The ability to trust one another · A willingness by both parties to maintain flexibility The Negotiation Process A model of the negotiation process is as follows: Preparation and planning: · At this stage, homework needs to be done in regard to the nature, history, concerned parties of the conflict. Based on the information, a strategy is developed. Both the parties Best Alternative To a Negotiated Agreement (BATNA)needs to be determined. BATNA determines the lowest value acceptable to you for a negotiated agreement for both the parties. Definition of ground rules: · At the stage, the venue, the negotiators, time will be decided. Sikkim Manipal University 172 Conflict Management Unit 12 Clarification and justification: · W hen initial positions have been exchanged, the origal demands of both the parties sneed to be explained and justified. Proper documentation is required at this stage to support each of the parties position. Bargaining and problem solving: · The essence of the negotiation process is the actual give and take in trying to hash out an agreement. Concessions will undoubtedly need to be made by both parties. Closure and implementation: · This is the final step, where the agreement is formalized and procedures to implement the agreement will be developed. Issues in Negotiation Some of the most important issues have been discussed below. 1. The role of personality traits in negotiation ­ Overall assessments of the personality­negotiation relationship finds that personality traits have no significant direct effect on either the bargaining process or negotiation outcomes (W all & Blum, 1991). 2. Gender differences in negotiations ­ Men and women do not negotiate diffe...
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