Diplomacy and Direct Coordination
Two important key traits for negotiating include diplomacy and direct coordination. It is important for the negotiator to demonstrate diplomacy during the negotiating process by knowing and being responsive (Jeston & Nelis, 2008). This shows a lot of empathy for the other side and tends to build confidence between the sides throughout the negotiating process. Furthermore, diplomacy demonstrates that the sides are available to each other and can exchange information without significant difficulties.
Clear Dialogue
Clear dialogue is important and it serves to ensure that both participants grasp the topics being addressed. Such includes ensuring that people have good verbal and written skills that help in sharing information (Lövbrand, Hjerpe & Linnér, 2017). The parties should also learn to listen to what others are saying so that all issues are not left untouched. Moreover, the parties should meet face-to-face to explain to each other the requests that are being made during the negotiation process. Further, due respect has to be accorded to nonverbal cues to ensure that there is no misunderstanding of the information.
Negotiation Situation
The selected negotiation situation is that of Blue Waters Company that needs to win a contract from Macadamia Nuts Limited to drill a borehole.
In this negotiation, the background digging would involve focusing on understanding of who will participate in the negotiation, the nature of the problem, what other contracts have been awarded by the company, and the nature of other borehole projects within the surrounding environment of the company (Ma, Dong, Wu, Liang & Yin, 2015). There will also be a need to comprehend the purpose of the borehole in the company and its contribution to the overall performance of the firm.
Keeping Stakeholders Aware
Informing the stakeholders on the progress and process of the entire project is vital since it helps in ensuring that the stakeholders do not obstruct or speed up the execution of the project (Smith, 2007). Further, these stakeholders are good sponsors, advocates and agents of change that assist in ensuring that there is effective execution of the project.
Regular communication with stakeholders helps in the elimination of the potential obstructions path and support swift progress, as well as improve on the quality of results that need to be delivered (Lee, 2007). Such includes using the time, influence, and expertise of the stakeholders to ensure that the goals are reached.
Furthermore, the communication helps in understanding what the stakeholders expect from the project. Therefore, this group participates in ensuring that the project has the chance and opportunity to achieve the desired success (Schoop, Köhne & Ostertag, 2010). Hence, it becomes easier to earn trust from the stakeholders and build a good reputation that helps in getting a chance for future award on similar projects.
Reason for Asking Questions
Asking questions is important since it helps a person to understand what is being represented clearly (Tinsley & Weiss, 1999). Such includes taking account of the different arguments, which are being offered during the negotiation. As such, an individual gets a clear understanding of the entire negotiation strategy, which is adopted by a person.
Further, asking questions assists in comprehending the goals and needs of the other party during the negotiation process (Ghauri, 1986). Thus, asking the questions presents a good opportunity to gain information and check and understand the interest level of the other party. Such includes the determination of the behavioral style of the other party to know whether the person is decisive and honest or not.
Moreover, asking questions helps in attracting participation of the other party. As such, the party is made to talk and offer information (Sundström, Karlsson & Camén, 2017). These negotiation questions also aid in gaining opinions on different subjects, as well as ensuring that the subject for discussion is maintained throughout. Through this, it becomes easier to reach an agreement in the negotiation process, as well as reduce undue tension. Tension could develop among the negotiating parties, which lowers the participation. Thus, asking questions helps in reducing the tension and improving the participation level of all the parties.
The Need for Dilemma
Explaining a personal dilemma during the negotiation process is good since it helps in giving a clear understanding of the consequences of not taking the offer or honoring the request (Ghauri & Fang, 2001). As such, the other party gets to understand the problem at hand and what can be done to ensure that such a problem is solved amicably without major challenges. Hence, explaining the dilemma is a great strategy of presenting the details of the entire situation. Consequently, the stakeholder gets interested in hearing the solution, which is being proposed. Such ensures that the party gets a good reputation and all the help needed to execute a given project. Further, it assists in improving the attitude of the stakeholders on the project, which includes the positive benefits anticipated from the completion of the work.
References
Ghauri, P., & Fang, T. (2001). Negotiating with the Chinese: A Socio-Cultural Analysis. Journal Of World Business, 36(3), 303.
Ghauri, P. N. (1986). International Business Negotiations A Turn-Key Project. Service Industries Journal, 6(1), 74-89.
Jeston, J., & Nelis, J. (2008). Management by Process. Amsterdam: Routledge.
Lee, C. (2007). The New Rules of International Negotiation : Building Relationships, Earning Trust, and Creating Influence Around the World. Franklin Lakes, NJ: Career Press.
Lövbrand, E., Hjerpe, M., & Linnér, B. (2017). Making climate governance global: how UN climate summitry comes to matter in a complex climate regime. Environmental Politics, 26(4), 580-599.
Ma, Z., Dong, W., Wu, J., Liang, D., & Yin, X. (2015). Confucian Ideal Personality and Chinese Business Negotiation Styles: An Indigenous Perspective. Group Decision & Negotiation, 24(3), 383-400.
Sundström, E., Karlsson, J., & Camén, C. (2017). Service innovation as a political process. Service Industries Journal, 37(5/6), 341-362.
Schoop, M., Köhne, F., & Ostertag, K. (2010). Communication Quality in Business Negotiations. Group Decision & Negotiation, 19(2), 193-209.
Smith, R. F. (2007). Business Process Management and the Balanced Scorecard : Using Processes As Strategic Drivers.
Hoboken, N.J.: Wiley. Tinsley, C. H., & Weiss, S. E. (1999). Examining International Business Negotiations and Directions for the Future. International Negotiation, 4(1), 95-97.
