One significant aspect from the reading is the importance of selecting a negotiation strategy. This is critical since selecting the right strategy ensures that the correct outcome is achieved from the negotiation process. The reading indicates that there are two different negotiation strategies available for use by negotiators. These are the competitive bargaining strategy (win-lose) and the integrative bargaining (win-win) strategy. Each is suitable for different negotiation situations. The strategies discussed in the reading are also both effective strategies that find use in achieving specific bargaining outcomes. For example, when negotiators want to work as a team, the integrative bargaining (win-win) strategy would be the most appropriate. It is important to adopt the strategy in order to have a win-win result aimed towards ensuring that the needs of all team members are addressed.
Lewicki, Barry, & Saunders (2011) also write that emotions directly affect negotiations. In most cases, negations have the potential of letting the emotions of negotiators grow. For example, emotions can have a negative effect on negotiations if a negotiator develops negative emotions such as anger or disappointment towards other negotiators or the negotiation process. Such emotions may affect an individual’s ability in acting in a rational manner. In turn, they may lead to the failure of negations (Lewicki, Barry, & Saunders, 2011). On the other hand, positive emotions can help foster health relationships between the negotiators. Understanding the effect of emotions on negotiation is important as it helps negotiators avoid negative emotions that may lead negative outcomes during the negotiation process.
According to Lewicki, Barry, & Saunders (2011) power is also a significant factor affecting negotiation. The main reason for this observation is that negotiators can easily use power to win a negotiation since power creates competitive advantage over other negotiators. From the reading, it is also evident that power has numerous sources. Power is also relative, and relies heavily on the context of the situation (Lewicki, Barry, & Saunders, 2011).
For example, in the workplace a chief executive officer (CEO) is the most powerful individual when it comes to organizational hierarchy and decision-making. However, during financial negotiation the chief financial officer may possess informational power because of the knowledge that the CFO has on financial matters. Therefore, the effective and appropriate use of power is critical in ensuring successful outcomes during negotiations.
Lewicki, Barry, & Saunders (2011) also points out that communication dynamics are important aspects in negotiations. Communication helps in the passage of information from negotiators on one team to the next. Therefore, it is critical for negotiators to communicate effectively and clearly in order to express their interests and intentions during the negotiation process. Furthermore, effective communication ensures that negotiators are able to communicate easily their goals and objectives during negotiations (Lewicki, Barry, & Saunders, 2011). Understanding the factors discussed above will help all negotiators in ensuring that they are fully aware of the other negotiating party’s wants and needs. Effective communication will also be important in resolving conflicts that arise during the negotiation process.
Negotiators can achieve excellent communication by using the most appropriate verbal and nonverbal communication strategies. According to the reading, the communication cues used during the negotiation process can either facilitate or inhibit communication during negotiations (Lewicki, Barry, & Saunders, 2011). Inhibiting communication leads to communication breakdown, which is a major problem that may face negotiators. This leads to situations where the negotiators cannot exchange ideas and cannot resolve any arising conflicts.
References
Lewicki, R., Barry, B., & Saunders, D. (2011). Essentials of negotiation. New York: McGraw-Hill/Irwin.
