COURSE REFLECTION

(NEGOTIATION CLASS)
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I will start by saying that negotiation is an important activity in our lives. Knowingly and
unknowingly, we negotiate almost every day with our friends, colleagues, family members, and
sometimes even with ourselves. We use negotiations to achieve our goals, realize our expectations,
work out a compromise, or simply avoid trouble with others.
This negotiation class journey has been very successful. There are so many concepts to
reflect on during this ten weeks period, but I will reflect on the few that stood out to me most.
Learning about the Place-Time Model of Social Interaction was very interesting. The knowledge
acquired from this model is that face-to-face communication has the highest potential information-
carrying capacity of the communication mediums. People have a natural tendency to rely on
nonverbal communication cues, and face-to-face communication allows for the simultaneous
observation of multiple cues including body language, facial expression, and tone of voice,
providing people with a greater awareness of context.
Another thing that grasps to my knowledge is Best Alternatives to a Negotiated Agreement
(BATNA). The importance of having a good BATNA increases the negotiating power, especially
when it comes to either expanding or slicing the pie. Negotiators can hold out for a greater share of
resources if they are not willing to settle for less than the value of their BATNA. Additionally, a
negotiator can signal to the other party that he or she has alternative courses of action. I learned that
negotiators who have prepared adequately will not need to lie about their BATNA and will be able
to express an "opinion" based on the facts.
Understanding the behaviors of tough and soft negotiators is interesting. Tough negotiator
makes high demands and may reject a good offer. The tough negotiator is also unflinching, concedes
little, hold out until the very end, often rejects offers that are within the bargaining zone, often walks
away from potentially profitable deals, and gains a reputation for being stubborn. Whereas the soft
negotiator offers too many and too generous concessions, reveals his or her reservation point, gives
away too much of the bargaining pie to the other party, and agrees too readily. The soft negotiator
will make many concessions and give away too much. Both stances will never lead to a good deal
and may damage their reputations.
Learning about the individualistic and collectivistic cultures was eye-opening. People in individualistic
cultures give priority to their own gain, even when it conflicts with that of their group. In collectivistic
cultures, the dominant motive is belonging to the group and focusing on social relationships. In negotiations,
individualists attribute a disagreeable person's behavior to an underlying disposition and desire more
formal dispute resolution procedures; collectivists are more likely to ascribe behavior to situational
factors and prefer informal procedures.
The “iceberg” model was very interesting to know especially when dealing with different
cultures. The “tip of the iceberg” is an expression of fundamental values that remain invisible below
the surface of the cultural “water.” The “above the water” portion of the cultural “iceberg” is made
up of the behaviors, artifacts, and institutions that characterize a culture. This portion includes
traditions, customs, habits, and other immediately visible stimuli. These behaviors and artifacts are
an expression of deeper-held values, beliefs, and norms. Driving these values and norms are
fundamental assumptions about the world and humanity. The artifacts and customs that characterize
a culture are not arbitrary but are manifestations of the culture's fundamental values and beliefs
about the world.
Fairness and ethical behavior are subjective, meaning that a variety of norms exist, and
negotiators usually focus on norms that serve their own interests. For evaluating ethical behavior,
consider the front-page test that poses the following question: Would you be completely comfortable
if your actions and statements were printed on the front page of the local newspaper or were reported
on the TV news? If not, then your behavior or strategies in question may be regarded as unethical.
Having the opportunity to experience a job offer negotiation simulation was my greatest joy.
At the end of the simulation, I learned the following: always be prepared and research the
counterparty’s mission, build confidence, express interest in the position. Listen to what the
negotiator says and relate it to the skills and capabilities you possess. Ask for the benefits associated
with the position and never give a range in a salary negotiation. Never negotiate lower or higher
because sometimes the difference wouldn’t matter. I also learned that during the negotiation, it is
best to think of a way to position and present the opening offer and avoid rounding numbers. It is
also good to assume the offer is negotiable and put the focus on how one can solve problems, not
make demands. Be enthusiastic and gracious, access the interviewer’s power to negotiate, and never
negotiate if not interested in the job or offer. Never create a bidding war and know when to stop
pushing.
Now I can say that the negotiation class is very exciting and educational. I gradually found
out, negotiation is not only about getting what one wants from others but maximizing the interests of
all parties and reaching an agreement that alternatives cannot. This course has helped me grow my
knowledge in the different types of negotiations and the model of communications that exist. My
faith in negotiations has equipped me with the confidence to meet challenges such as future
negotiations.