Individual Negotiation Reflective Portfolio - Assignment Example

Individual Negotiation Reflective Portfolio Name: Institution: Individual Negotiation Reflective Portfolio Part 1 My teams’ three negotiation simulations between week 7 and 11 can be termed as fairly successful owing to members’ dedicated participation, contribution, cooperation and mutual respect in spite of many challenges. During the initial negotiation simulation, members of the group assumed positions largely defensive for the organization. The members unfortunately assumed positions that were basically too radical to come up with meaningful results and opposing ideas were basically weak. Indeed every member of the group was focused on criticizing the other side. For instance, the first meeting was filled with sentiment against the Chinese government concerning its perceived bad treatment of mine workers. Basically, the team was steeped towards positional bargaining. However, in the successive negotiation simulations, members of the group were eventually able to get round to viable practices of conducting negotiations. As a group we moved forward when we adopted mutually satisfying interest based negotiation strategy. After researching on the best method to run negotiations, we used a four pronged approach for the second and third simulated negotiations. This involved separating ourselves as negotiators from the problem, focusing on interests rather than positions, working together to invent options gainful to both parties, and using objective criteria in judging proposed solutions (Alfredson & Cungu, 2008). We noticed that a decision made in our organizations favor would depend on how easy we made the other side feel when making it. The decision of the other side was usually made easy by making them choose the best option they thought would safeguard shared interests. The things that transpired during the negotiation simulations are to be expected between sides that have fundamental differences in ideology and differences in interests. This made me realize the impasse that normally occurs due to members of opposed negotiating teams subjectively defending positions for which they bargain. The negotiation atmosphere can easily turn out to be stressful especially if the sides trying to find a solution stubbornly hold on to their positions. Therefore, members of the group chose to avoid positional bargaining where those negotiating may stick to a position at the expense of underlying issues (Alfredson & Cungu, 2008). Failure of position based haggling and success of mutual considerations indicate the overwhelming need for the latter in serious negotiations. I think that the change of strategy within the group worked towards the efficiency of the whole process. This is since I could feel the stagnation the debate was headed for in the first simulated negotiation. Therefore I was relieved when members decided to adopt the better alternative. The first approach would only escalate the differences and ultimately leave us without any lessons learnt. Worse still, it could make us think negotiations end up in deadlocks. The experience I gained during the negotiation simulations is doubtlessly going to be invaluable to my future work. My work will involve negotiation scenarios. Since I have had a taste of what is required, I won’t commit obvious mistakes. I now know that a negotiation is a give and take thing whereby the interest of both parties matter. The knowledge gained here will make me an asset given the current cross cultural interactions which are riddled with conflicting interests between mutually dependent parties. My services will be handy for finding solutions no matter the side I will be representing. Part 2 Preparation for the final negotiation simulation was principally based on the issues arising from the initial session. Each member was under pressure to figure out strategies that would guarantee headway. Therefore, during team meetings, members’ perceptions, emotions and communication problems were anticipated and befittingly handled. We decided to focus on the interests of our company rather than on a position against the government. This was fostered by an attention to the interests of the government side. Since we gathered some ideas good for representing the other side, we were able to appreciate the government interests as part of the solution. Since team members were arguing for the government position, this experience normalized the need for both sides to be heard. The fact that we were colleagues meant we had to find a way of taking positions basically not based on what we believed in. This made group members to appreciate the need for listening to the other side as each would imagine themselves in a similar difficult situation. From the start, group members built a relationship of friendship, understanding, trust and respect. This helped us to avoid personal conflicts that would compromise our task. Active listening enabled us to understand the other party from their own views. We tried to root out misunderstandings and negative emotions. However, while negative emotions should be avoided each side ought to allow the other to express difficult emotions. This removes a possible block to effective negotiations as the sides do not hold on to suppressed bad feelings. Integrative negotiation theorists argue that making difficult emotions explicit is a way of showing the seriousness of the matter and is acknowledgment of its legitimacy hence makes the negotiations more pro-active (Alfredson, T. Cungu, A. (2008). Objective criteria proved invaluable in our negotiation process. The group identified the need for taking positions leading to mutual gain hence avoided fixed answers to concerns. Our decision to adopt fair standards for the negotiation helped us control the will of each side. Members of the group were open minded throughout the preparations for the simulated negotiations hence acceptable objective proposals were made. According to negotiation theory, a winning formula is one which has policymakers and stakeholders considering key components of the issues and is focused on standards, principles and frameworks on which majority players are likely to agree on (Alfredson & Cungu, 2008). In my future practice, the experience earned during the preparation for the final simulated negotiations would be useful in appreciating opposing parties in negotiations. Different people have different way of appreciating communication. For example, Lewis (1999) states that the Chinese, being influenced by Confucian cultures, where only the speakers respect is valued, are reluctant to confess to non comprehension hence they have a language problem. Moreover, the Chinese are traditionally suspicious of people from the Western nations. I could use this knowledge in China or elsewhere in the world. Part 3 1. What do people in the group believe is required to complete the assignment? Adam: Suggests it would be good for members to take on roles e.g. lawyer, CEO, Government Representative, etc., not just within the organisation. Adam has gathered information in relation to finance which will work well in topic 4. Adam gathered interesting information on Chinese law when it comes to foreign investment. Adam thinks a power point presentation is a good idea and also consulting every member of the group before agreeing on any point during the negotiation. Bernice: Believes we need to prepare for the questions the other side might ask us. Thinks they will talk about the impact of our company on the environment and that we need to be prepared. Has information to counter the opposition. Hisham: Suggested we look at what we did well and what we did poorly in the past negotiations. Hisham has made the team aware that we struggled when we were asked difficult questions and therefore need to plan for that. He also suggests we need to follow our plan closely so we don’t miss out on any vital points and that everyone gets a chance to negotiate. James: Had gathered information about the benefits of upgrading the railways. James has also looked at Chinese law in relation to foreign investment. James showed concerns about every one getting an opportunity to negotiate which has been taken into consideration and discussed. Kerrie: Suggests we come from a human rights angle, making sure we focus on maintaining a quality of life for the local people. Kerrie has gathered and suggests photos should be given to the opposite team on the impact of closing mines. Kerrie has produced a power point presentation with the basics of the negotiation which will be built upon as decisions are made by the whole team. Suggests we dress accordingly to the business meeting. Lynn: Suggests there needs to be an introduction and that hand outs to give to the other team are a good idea. Win: Has gathered information and statistics on the training of engineers. Also suggests there is an introduction and that the remaining four points are divided amongst the team. Goal of each of the four sections Closing of mines: Start at 20 mines and accept 25 if they agree to supplying more jobs in the railways. Training of Chinese Engineers: The Company has 400 engineers, we would like a total of 200 trained. 150 trained engineers in the first year and 50 trained engineers in the second year. We will accept 75 engineers in the first year if they agree to train more in the second year. Financing of upgrade of the existing railway: Will aim for 15 million but will settle for 10 million Splitting of Profit: Aim for 50% split. We will do everything to keep 50%. Unlikely to back down but only if really have to. Plan for how negotiation will be carried out 1. Introduction welcoming Fernet Brio and talking about good relationship and past accomplishments 2. Government official to talk about importance of Zijan Mining in the local community and ongoing relationship between the government and Zijan. 3. Human Rights presentation on the need to support the local people and minimise shutting of the mines. Photos to be handed out. Frontline employee manager to talk about the impact on workers 4. Presentation by infrastructure manager on the need to upgrade existing railways. Handout on where railways will extend to. 5. Presentation on the Importance of training for safety by national training manager 6. CEO presentation on finances and notification of Chinese laws on foreign investment in china by government lawyer. 7. Summary of what was agreed on by lawyer and CEO closes. What role will each person be responsible for? Adam: Will play CEO, responsible for section 4 (profits). Will answer any difficult questions and will send information on railways to Lynn via email. Bernice: Will play government official. Will speak after the introduction on the importance of Zijan in the local community and the importance of the ongoing relationship between the government and Zijan. Will send final copy of presentation to Kerrie to upgrade on power point. Hisham: Will play the role of the frontline employee manager. He will also present the introduction. Will send final copy of presentation to Kerrie to upgrade on power point. James: Will play government lawyer. Will talk about government law for foreign investment. Will also be responsible for keeping the negotiation on track and bringing people’s attention back to the topic if needed. Kerrie: Play the role of Human Rights activist and will present after government official. Responsible for putting together final power point presentation. Will help edit groups work if needed. Lynn: Will play the role of infrastructure manager and negotiate the upgrade of the railways and will talk after the human rights activist. Win: Will play the role of national training manager and will talk after the infrastructure manager on the importance of training for safety. What actions will the group take if it is not achieving its goals or milestones? In the event that a group member lets us down, which is unlikely, they will be peer assessed accordingly and work re arranged amongst the group. We will continue discussing what is working, what isn’t and what needs to be changed as we move closer to the final negotiation. The group is continuing to work very closely to achieve its goals. What grade does the group, or individuals, aim to achieve for the assignment? The group is aiming for a high distinction. Each individual has worked extremely hard towards the final negotiation and hopes that their efforts are reflected in the quality of the negotiation. Group Member Names and Signatures: I am in agreement with the above decisions: Adam Bernice Hisham James Kerrie Lynn Win Part 4 The final negotiation simulation was excellent as it bore close similarity to a real life situation. All sides were represented and objective approach was informing the process of negotiation. I observed tolerance among the parties. The company made good its planned demand adjustments whenever the government side proved tough to convince. The government had strong points also. Throughout the negotiation simulation, we avoided competing in favor of compromising and accommodating. The negotiation at hand simply required the compromise since it entails considerable strategic advantage to our organization. Respect of China’s laws concerning investment made the company pursue negotiation strategy that could make the government side feel respected. We realized that the negotiation has to be handled with care owing to the idealistic differences of the company and the government of China. Speech was an issue the company cautiously approached since in China’s context the manner of the speech is considered important than what one says. Western speakers need to include enough flattery to safeguard the communication (Lewis, 42). The presentation by the human rights activist was based on proper communication. It follows that the proposal for training 150 Chinese engineers lands on prepared minds. The presentation also puts emphasis on the shared interests of the company and the government, for instance, increased productivity and infrastructure development. The appeal occurs to be earnest when it is posited in this attitude of mutual benefit. Communication was enhanced by framing the issues under negotiation as mutual problems. This enhances improvement of communication channels as a sense of openness and ease is created (Alfredson & Cungu, 2008). Communication involves both positing ones side and being attentive to the other party. Listening is crucial as a way of demonstrating to the other party that you respect their concerns. Sharing information helps parties uncover interests and attack common problems and threats (Alfredson & Cungu, 2008). Knowledge is a key factor in cross cultural communication since when people are aware of the problems likely to come up in the process of communication they are better positioned to overcome them (Conflict Research Consortium, 1998). The decision of our group to split profits at 50-50 was influenced by critical risk theory where the group calculated the maximum risk of the negotiations breakdown which we could tolerate to stand firm in relation to our estimation of the apparent resolve to stand firm by our opponent (Alfredson & Cungu, 2008). My prospect of working at the international level probably in a multinational setting has been boosted by the knowledge gained in the final simulated negotiations. Hall (2006) in Alfredson & Cungu (2008) argues that negotiations of international character have direct impact on policy making process as agreements of international nature ought to account for broad issues of local subsistence economy, public welfare and resource management. Failure to respect this can easily jeopardize development, undo poverty reduction, and result in increased domestic conflicts. The company side influenced the government policy on mine closure and infrastructure development. Besides, the company sought for enhancement of Chinese engineers through training. Bannon & Mattock claim that one of measure a company operating in foreign country would take is recruiting staff of local nationality (2003). The government side had to be offered incentives. References Alfredson, T. Cungu, A. (2008). Negotiation theory and practice. Retrieved from http://www.fao.org/docs/up/easypol/550/4-5_Negotiation_ background_ paper_179EN.pdf Bannon, G. & Mattock, J. (2003). Cross-Cultural Communication: The Essential Guide to International Business. London: Kogan Page Publishers. Conflict Research Consortium. (1998). Cross-cultural communication strategies. Retrieved from http://www.colorado.edu/conflict/peace/treatment/ xcolcomm.htm. Lewis, R. D. (1999). Cross Cultural Communication: A Visual Approach. Winchester, UK: Transcreen Publications. Read More