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The Complexity of Workplace Negotiations: Stages and Strategies Essay

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The Negotiation Process in the Workplace: From Conflict Identification to Resolution

Workplace negotiations involve many different stages and components, making them complex processes. Workplace discussions occur whenever a dispute has to be settled peacefully between two or more parties. To expand the company and keep positive working relationships between management and personnel, it is crucial to comprehend the negotiating process and strategy (Brett & Thompson, 2016). This enables solving issues and fostering trust, which will enhance organizational performance.

Five Stages of the Negotiation Process

Preparation and Planning

The negotiation process in the workplace consists of five stages: preparation and planning, the definition of rules, justification, bargaining, and implementation. The first stage in every discussion is strategy and preparation. Here, the parties coordinate and gather the data required for fruitful discussions since information can be crucial and support the validity of assertions (Barry et al., 2019). Each party should research the background of the other and attempt to predict the initial employment offer.

Definition of Rules

The establishment of rules and boundaries is the second phase in the negotiation. The guidelines and practices for the anticipated negotiations will be decided at this point. The location of the discussions, duration, limitations, or probable absence of agreed-upon actions will all be considered (Brett & Thompson, 2016). Also, both parties will attempt to determine what price ought to serve as the first salvo in discussions. As it provides the guidelines that the negotiators will follow throughout the negotiation, this is one of the crucial elements in the process.

Clarification and Justification

The third stage of discussions, referred to as clarification and justification, thoroughly discusses both sides’ viewpoints. Each side can defend, establish, and explain its initial request (Barry et al., 2019). This negotiation phase should not be contentious; instead, it should allow each party to explain and educate the other on their positions (Brett & Thompson, 2016). Doing this makes it easier to build trust and begin talking about problems immediately.

Bargaining and Problem-Solving

Solving problems when negotiating is the fourth step of the negotiation process. The disagreement or issue will be thoroughly discussed, and a compromise must be achieved to find a solution. Concessions will need to be made if the outcome is to be acceptable to all sides. Problem-solving is a crucial requirement for coming to a final agreement, and negotiation will allow the parties to be in a win-win position (Fleck et al., 2016). This is one of the most crucial measures for both parties to choose their stance.

Closure and Implementation

The final phase clarifies the specifics and guarantees project completion. Closure and implementation are the latter stages of the negotiating process. At this final stage, both parties formally ratify their understanding by shaking hands, signing a written instrument, or entering into a contract (Shachar, 2014). The parties will also discuss the implementation’s timing, location, and other details.

Human Decision Processes Affecting Negotiation

Culture and Gender

Recognizing that individuals might approach the same goals with various expectations, genders, and cultures is crucial. In addition, when considering how to handle cultural differences in negotiations, the negotiating strategies should consider whether the negotiating parties have any unique cultural baggage (Barry et al., 2019). One of the critical elements of due diligence should be an evaluation of the partner’s culture and cultural baggage.

Cognitive Biases

Knowing that negotiators gather and analyze information frequently leads to misconceptions and cognitive biases. Negotiators often believe that every bargain is a distributive one. Although there are many cognitive biases, the giftedness effect bias and the issue statement prejudice are the most prevalent. The propensity to overestimate what one possesses or thinks one has is known as the giftedness effect (Fleck et al., 2016). The positive and negative phrasing process is crucial because it can lead to noticeably different courses of action depending on how a proposal is worded in terms of gain or loss.

Trust and Reputation

A person’s reputation frequently plays a crucial role in completing any transaction. In reality, trust is a spark that motivates the two parties to cooperate for their mutual advantage. Each party may also believe that the other parties are not being truthful with them in the same manner that they are not being entirely truthful with other parties (TEDx, 2017). As a result, a trust problem asks how much each side should believe what the other is saying and if they can be trusted to keep their word.

Emotions and Motivation

Emotions have the power to intensify conflict and even lead to unreasonable action. Negotiators who are conscious of their personality traits can modify their strategies and tactics as their personality prompts them to do; negotiators who closely examine the personality traits of others are aware of what to anticipate and can strategically modify their interactions with others (Brett & Thompson, 2016). A significant aspect affecting how well negotiators do in negotiations is their motivation. There is an essential direct correlation between motivation and negotiation because the unmeasured desires and goals of the negotiators influence the result.

References

Barry, B., Lewicki, R.J, & Saunders, D.M. (2019). Negotiation (8th ed.). McGraw-Hill.

Brett, J. & Thompson, L. (2016). Negotiation. Organizational behavior and human decision processes. Elsevier, 136(1), 68–79.

Fleck, D., Volkema, R. J., & Pereira, S. (2016). Dancing on the slippery slope: The effects of appropriate versus inappropriate competitive tactics on negotiation process and outcome. Group Decision and Negotiation, 25(5), 873-899.

Shachar, M. (2014). – NCM512 – M1. PowerPoint Presentation.

TEDx (2017). . Web.

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