Académique Documents
Professionnel Documents
Culture Documents
LDR655
04/10/2017
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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-
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
retailer during a person-to-computer negotiation must still consider the importance of building
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
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
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).
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
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
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
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
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
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
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
https://search.proquest.com/docview/1477996780?accountid=28644
Harvard Business Review. (2011). Winning negotiations. Boston, MA: Harvard Business School
Publishing Corporation.
https://search.proquest.com/docview/205182510?accountid=28644
Lempereur, A. (2012). Responsible negotiation: Exploring the forest beyond the tree. Journal of
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-