Challenges and differences characterize both human and business relationships. When such differences emerge, the chances are high that the affected parties might find it hard to pursue their common objectives or goals (Adabi, Movaghar, Rahmani, & Beigy, 2012). More often than not, negotiators will be required to present their ideas and concepts in order to deliver sustainable solutions. Lewicki, Barry, and Saunders (2015) argue that competent negotiators and parties should be able to avoid three unique weaknesses. These include failing “to negotiate when there should, negotiating when they should not, or negotiating using an inappropriate strategy” (Lewicki et al., 2015, p. 71). The class materials have equipped me with a wide range of concepts and approaches that have informed my negotiation skills.
Suitable Negotiation Concepts and Tactics for My Personality and Style
The first driving principle that defines my negotiation philosophy is ensuring that the involved parties gain from the process (Adabi et al., 2013). This means that negotiators should be on the frontline to ensure a win-win solution is realized. After analyzing the concepts and tactics studied in class, I have realized that the integrative negotiation is the best approach that is suitable for my personality. This is the case because the approach focuses on the best measures to boost collaboration and solve the targeted problem.
Before implementing the use of the integrative or win-win approach, I always embrace the best traits that can ensure the intended goals are realized. Some of my characteristics that define my negotiation philosophy include honesty, integrity, listening skills, maturity, and systems orientation (Allen & Burrell, 2015). These skills make it easier for me to examine the targeted situation from a critical perspective. I also listen attentively, offer appropriate feedback, and empower others in order to record positive results. The concept of trust is appropriate because it has the potential to create the most appropriate environment.
As an integrative negotiator, I have developed various strategies or actions that can support my philosophy. As a person who embraces the power of a virtue ethics decision-making model, I always focus on the commonalities existing in the targeted situation. This knowledge makes it possible for me to ignore the differences because they can only worsen the situation. I have understood the importance of focusing on the unique interests and needs of the targeted participants or parties (Allen & Burrell, 2015). This approach will ensure the initiative or collaborative strategy seeks to support the needs of the participants.
Another best practice that supports my negotiation approach is the ability to acknowledge and commit myself to address the unique problems facing the involved persons. This understanding guides me to analyze the existing problems, embrace the best practices, and bring the stakeholders on board throughout the negotiation process (Lewicki et al., 2015). It is also appropriate to invent the most appropriate options in order to support the strategy. An objective principle is then developed to set the right standards.
I have also outlined a powerful framework that defines my negotiation strategy. After encountering a given conflict or problem that needs to be negotiated, I always implement my philosophy in an attempt to achieve positive results. The first step that has become part of my collaborative negotiation process is identifying, analyzing, and defining the existing problem (Adabi et al., 2013). The involved parties should be involved in order to understand the problem clearly. I have realized that the concept of depersonalizing the problem at this stage is something critical.
Another good practice focuses on the best approaches in order to identify needs and interests (Stoshikj, 2014). During the process, the unique desires and issues that might motivate me are outlined. It is appropriate to take the “concept of interests of principle seriously” (Stoshikj, 2014, p. 45). The role of this principle is ensuring that the most ethical or acceptable action is identified. The right thing that should be done is presented to the targeted parties.
During the process, it is necessary to monitor the unique interests and observations. This approach is necessary because the involved parties might have conflicting interests. The interests should, therefore, be understood clearly (Kirgis, 2014). It is also agreeable that the interests might change or shift throughout the course of the decision-making process (Lewicki et al., 2015). The negotiator can go further to generate various alternatives or solutions to address the problem. This analysis will ensure the most appropriate approach is embraced in order to deal with the conflict or problem.
Personally, I prefer the use of compromise. This is a powerful negotiation process that can deliver positive results when “the parties want to be entrenched in their respective positions” (Lumineau & Henderson, 2012, p. 389). The second approach has the potential to deliver positive results in finding a bridge solution (Adabi et al., 2013). The ultimate goal of the concept is to encourage the parties to invent new alternatives that will meet the emerging needs or expectations of the respective parties.
I strongly believe that the use of an integrative strategy can deliver desirable results throughout the negotiation process. Personally, my ultimate is always to act ethically, offer the best solutions, and meet the needs of the targeted clients (Kirgis, 2014). The integrative negotiation process appears to resonate with my ethical decision-making philosophy. I will always embrace the unique attributes of the model in order to arrive at an amicable solution.
I have gone further to identify a number of factors that have the potential to facilitate or support my negotiation philosophy in the future. To begin with, I will always begin by sharing a common objective whenever mediating a given conflict (Stoshikj, 2014). This factor can encourage targeted individuals or parties to be part of the entire process. Another factor is being confident and having faith in my strengths as a negotiator. By so doing, the strategy can support my morale and eventually deliver positive results (Stoshikj, 2014). I also understand that every negotiator should be willing to act in an empathic manner. This approach will make it easier for the individual to embrace other people’s perspectives and views. This knowledge can eventually deliver desirable results.
My Future Approach towards Negotiation
The insights gained from the class materials and personal experiences have informed my approach towards negotiation in the future. I have understood that every negotiator should be on the frontline to find the most desirable compromise that meets the needs of the involved parties. Since individuals might present diverse expectations, it is appropriate to have a powerful strategy that can be altered or adjusted depending on the issue at hand (Kirgis, 2014). By so doing, the negotiation process will be completed successfully and eventually deliver the best results.
Another best practice gained from the materials is that the negotiator should ensure the involved parties are comfortable with the final decision. The win-win approach will support the needs of the players. Practices such as effective listening, collaboration, empowerment, and guidance can be embraced in order to streamline the process (Kirgis, 2014). Negotiators who embrace these attributes will find it easier to achieve the targeted objectives.
I have acquired new ideas that will definitely transform my future as a negotiator. For instance, I will always exchange ideas and information with the targeted parties. I will commit myself and efforts in order to meet the changing expectations of the parties. The concept of motivation can encourage different players to collaborate in an attempt to deliver positive results (Lumineau & Henderson, 2012). I am also ready to embrace the power of lifelong learning. This means that I will use the best practices and emerging concepts in the fields of psychology, problem-solving, and negotiation. Consequently, I will always re-pattern and adjust my negotiation strategy depending on the intended goals.
References
Adabi, S., Movaghar, A., Rahmani, A., & Beigy, H. (2012). Negotiation strategies considering the market, time, and behavior function for resource allocation in the computational grid. The Journal of Supercomputing, 1(1), 1-40. Web.
Allen, M., & Burrell, N. (2015). Distributive negotiation strategies. The International Encyclopedia of Interpersonal Communication, 1(1), 1-13. Web.
Kirgis, P. (2014). Bargaining with consequences: Leverage and coercion in negotiation. Harvard Negotiation Law Review, 19(69), 69-128. Web.
Lewicki, R., Barry, B., & Saunders, D. (2015). Essentials of negotiation (6th ed.). New York, NY: McGraw Hill.
Lumineau, F., & Henderson, J. (2012). The influence of relational experience and contractual governance on the negotiation strategy in buyer-supplier disputes. Journal of Operations Management, 30(1), 382-395. Web.
Stoshikj, M. (2014). Integrative and distributive negotiations and negotiation behavior. Journal of Service Science Research, 6(1), 29-69. Web.