Reference no: EM132273907
Negotiations
Essay Questions
Instructions: Answer each question, thoroughly. Remember to refer to the following textbook "Essentials for Negotiation" by Roy J. Lewicki (and others).
1. Effectively understanding the impact of conflict in negotiations and appropriately managing it is a key skill of an effective negotiator. Figure 1.4 in Essentials (p. 25) summarizes five styles of handling conflict. Identify which style you believe you most frequently adopt and which style you are least comfortable with.
Cite an example of where you used your preferred style inappropriately and an example of where you should have used you're the style that is least desirable for you. What actions can you take to increase your use of your least favored style (when that is appropriate) and actions you can take to insure your typical / default style is appropriate in a given situation.
2. "Framing is about focusing, shaping, and organizing the world around us - making sense of the complex realities and defining them in ways that are meaningful to us." (Lewicki, Essentials of Negotiations, p. 122). A frame may change over the course of a negotiation, and different frames may apply to different issues within a negotiation.
Using the interests, rights and power approach to framing, discuss how elements of the Ridgecrest mock-negotiations would be described using each of these three frames, i.e. discuss how certain issues on one side may be seen as framed by interests, how other issues on one side may be seen as framed by power, and how certain issues on one side may be seen as framed by rights. You can use either the teachers or Board's perspective for any of the three, and you can use the same issues viewed through more than one frame.
How might these be strategically manipulated to influence performance? (See Neale and Bazerman in NREC).
3. Are you a master negotiator? Using Benoliel & Cashdam's article in NREC, briefly describe the "complex set of intelligences, attitudes, and skills" (p.309) they see as necessary to become a master negotiator. Which aspects do you consider strength? Which do you feel you are weak in?
What actions can you take to ensure that you are not "trapped in a self-serving illusion of competency"?
4. In the article "Best Practices in Negotiation", Lewicki, Barry and Saunders include mastering the key paradoxes of negotiation. What are these paradoxes and how does one master them?
5. In Essentials, chapter 7, Lewicki et al say that "power with" is critical to successful integrative negotiation (p.168). What do they mean by this and how can it be applied. Use examples to illustrate your points.