RUNNING HEAD: NEGOTIATING BEYOND YES 1

Week 6 - Negotiations as a Process

Shane Gray, 566541

LDR655

Siena Heights University, Graduate College

04/10/2017
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Negotiations That Has Vision Beyond The Yes

Negotiations are said by some to be an art, while others believe it to be a science. The

difference between an ability through ones talent and navigation, using the elements of a

process (Harvard Business Review, 2011). This paper will discuss the art and the science that

two parties utilize in making or settling an agreement, and more importantly, getting what is

desired through the negotiation process and maintaining lasting relationships with the other

parties involved in the negotiations (Pinet & Sander, 2013). The fast pace of the technological

world that we live in has potential for moving business forward, or stifling it due to the lack of

relationship that the pace might cause. An exploration of the work that must be done prior to the

negotiations and during the negotiations, which provides vision beyond the negotiations, will be

conducted. The focus and theme will provide insight into the building of relationships in

business, negotiating to provide a win-win outcome, negotiations with vision beyond yes, and

how all parties remain in positive relationship with each other even while competing with one-

another. Lempereur (2012) said it best when he stated:

When standing too close to a tree, no one can really see it entirely, and even less the forest

around. In life, there are many such trees placed on our way, and stepping back might help

us discover the entire tree, first, and, more importantly, the forest beyond it (p.198).

Building relationships

According to Ryan (2006) the core human desires for appreciation, affiliation,

autonomy, status, and a fulfilling role (p. 217) are the motivation for our emotional responses

while experiencing our interactions with others. It is with this knowledge that we can begin

building relationships and casting our vision beyond the negotiation process.

Harvard Business Review (2011) provides further evidence that building relationships is

an important aspect of negotiations through the assertion which indicated new owners can create
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an air of anxiety and suspicion in entering into a negotiation with them for the first time. One

would seem nave to believe that negotiators should also act as the public relations representative

of the business world, and at the same time, emails, phone calls or instant messages might be

feasible as an initial solution in establishing first contact with new owners to begin the

relationship building process.

Hobson (1999) provided the following perspective in reference to E-negotiations: the

retailer during a person-to-computer negotiation must still consider the importance of building

relationships, based on customer experiences. Therefore, the retailer appears to be less

concerned with matching the forum to the product and more concerned with matching the forum

to the customer (p. 213). This would provide evidence to the importance that the retailer places

on assuring that the emotional connection with the customer is established. Thereby building a

relationship which will cause the customer to return for future purchases.

ANSarkar (2010) indicated that understanding culture is an important aspect not only for

negotiating successfully, but also in building international relationships. Culture is defined

as a pattern of shared basic assumptions that the group learned as it solved its problems of

external adaptation and internal integration (p. 7). The definition also serves as a teaching

method for new members as the correct way to perceive, think, and feel in relation to those

problems (p. 7). Recognizing and researching the characteristics will assist to establish an

understanding as to why cultural differences exert such a great impact on international

business negotiations, and thus help us adjust our mode of communication to the unique

individual culture ambience in which we are negotiating with our counterparts (pp. 7-8).

Lempereur (2012) indicated that there in a sense is an exchange of identities during the

negotiation process, where even the minimal relationship between the individuals matter.

Therefore, in essence, making one negotiator responsible for the others success, which would
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indicate that negotiation does not consist only of demands; but it is at the root, about at least the

two people who are at the table. It is about putting people first (p. 199).

Negotiating and maintaining relationships

Based on Pinet and Sander (2013) statement in reference to the speed by which decision

making must occur today (p. 15), and the assertion that face-to-face meetings for negotiating are

a thing of the past (p. 17), its important to come away with what you want, as well as to

preserve a long-term relationship with the other party (p. 17).

According to Harvard Business Review (2011) the relationship building process must

begin early on, as the later stages of the negotiations process will provide better results because

of it. As the stages of the deal enter into an agreement, the relationship that is built will assist

during those points in the process where assertiveness and demands are being made (pp. 161-

162). Business relationships where mutual understanding is fostered through the confidence

each party has in one another, will allow the emotional response to remain reasonable.

As stated by Hobson (1999), through E-negotiations, the concern isnt so much the

relationship to the negotiator, but the appeal to the consumer, through the pricing of products. At

the same time, there is a level of relationship that must be established through communication.

In E-negotiating, the only means by which an emotional connection can be established is through

the successful communication campaign which wins the buyers agreement (p. 215).

ANSarkar (2010) indicated that an emphasis on the following will assist through the

negotiation process, while being mindful of cultural differences and maintaining business type

relationships: present a clear differentiation in interests from positions, conducting research on

interests and issues, ensure that the focus remains on a win-win providing options for mutual

gain, prepare for the negotiations considering all parties, alternatives and interests (p. 5).

Lempereur (2012) suggested that while negotiating, the parties must be willing to
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dig deeper, recognizing all partys motivation. It is in this way that all parties will find that

there is a better chance to find solutions that have not yet been envisioned, and that would bridge

the demands ... creating value first and claiming value second (pp. 199-200). It is necessary to

step back to regain the proper perspective, where one realizes that there are others involved who

are at the table, or absent from the table. Having each of the organizational demands fulfilled is

not as important as providing a responsible resolution where each partys demands are at least

partially filled (p. 200).

Beyond yes

As indicated by Pinet and Sander (2013) negotiating for win-win and not to claim a

victory is more likely the best means for keeping the negotiators at the table and all parties

walking away in celebratory fashion after reaching mutual achievement (p. 151).

Harvard Business Review (2011) suggested that the negotiators skill and ability to close

the deal, though it may seem central to the process, is potentially the cause of soured

relationships in the future. The facts of the matter, is in the negotiators total process and not in

the victories along the way. The implementation of the deal is as important as the process itself,

providing dimension and depth to the definition of negotiation. The negotiation should provide

the framework and foundation for a successful long-term relationship (p. 87).

Hobson (1999) indicated that in E-negotiating, the bargaining power by both sides may

be the only relationship that is built beyond the deal. The retailer has the right to say yes or no to

an offer by the consumer. Obviously the consumer has the ability to return to utilize the service,

or not. In response to this knowledge, there are retailers who through data gathering realize

when a consumer will continue negotiating or withdraw from the process. This obviously

provides the seller with the upper-hand and leaves the buyer to decide whether they return to the

site or to take their business elsewhere (p. 215).

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ANSarkar (2010) introduced Negotiating Strategic Alliances as the foundation for

securing relationships with those whom were present at the negotiations. Whether through the

negotiation process the objective included establishing agreements, combined ventures, mergers

or acquisitions; strategic alliance is the establishment that will ensure organizational success.

The way organizations enter into the negotiation process becomes the challenge when the focus

is on win-lose, rather than win-win. Negotiations should be seen as a continuous opportunity to

talk with the other parties, and having an ongoing dialogue will promote the established

relationship, which in turn will provide an understanding for the other partys interests. Thereby

promoting the outcome where lasting agreements are established and all parties become mutual

beneficiaries to the agreement (p. 28).

Finally, Lempereur (2012) stated that in order for a negotiator to move forward, they

must take a step back. Taking the proverbial step back allows the negotiator to broaden the

view, which may provide them with an ability to put away their selfish ambitions, to recognize

that the future goes beyond the closure of the current demands. Thereby avoiding the

shortsightedness which might promote the end of a relationship. Instead, they will rise above the

temptation for victory, while preserving the relationship which will cause others to view them as

rising above the demands of the negotiation and meeting the demands for negotiations to come

(p. 206).

Conclusion

The final stages of the negotiations may be the most important to maintain in the

forefront of a negotiators mind. There are several details that must be attended to in closing a

deal, and eventually each party will walk away with the memory of how that particular

experience went for them. As suggested by Pinet and Sander (2013), in the interest of

maintaining and continuing to foster the relationships the negotiators have built, there should be
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a degree of care taken following the deal. The key is to provide enough attention to the

relationship, while maintaining proper distance, so as not to become an annoyance to the other

parties.
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References

ANSarkar. (2010). Emerging strategic issues in global business negotiation: Sharing global

vision. Drishtikon : A Management Journal, 1(2), 1-36. Retrieved from

https://search.proquest.com/docview/1477996780?accountid=28644

Harvard Business Review. (2011). Winning negotiations. Boston, MA: Harvard Business School

Publishing Corporation.

Hobson, C. A. (1999). E-negotiations: Creating a framework for online commercial negotiations.

Negotiation Journal, 15(3), 201-201+. Retrieved from

https://search.proquest.com/docview/205182510?accountid=28644

Lempereur, A. (2012). Responsible negotiation: Exploring the forest beyond the tree. Journal of

Global Responsibility, 3(2), 198-207. doi:http://dx.doi.org/10.1108/20412561211260502

Pinet, A. & Sander, P. (2013). The only negotiation book youll ever need. Avon, MA: F+W

Media Inc.

Ryan, E. (2006). Building the emotionally learned negotiator. Negotiation Journal, 22(2), 209-

225. Retrieved from https://search.proquest.com/docview/205186335?accountid=28644