Chapter Discussions

Chapter 15

Question 1: How does your study of common negotiation mistakes prepare you to respond to certain tactics?

Understanding common negotiation techniques helps improve preparation and results in better decisions. People fail to prepare adequately before engaging in negotiations. By understanding this common negotiation mistake, I now understand that I must conduct thorough research and preparation before engaging in negotiations. Another common mistake is when negotiators allow emotions to override logic: Chapter Discussions.

The knowledge of this aspect assists me in maintaining a professional demeanor. Furthermore, I will avoid the escalation of tense moments. Emotional control is essential when handling aggressive tactics (Corvette, 2007). The ability to recognize these behaviors allows me to make pauses, reflect, and choose a measured response that aligns with my interests.

Question 2: Describe how you plan to set the tone in your next negotiation.

The tone an individual sets during a negotiation process enables them to influence the other party’s attitude toward them. Firstly, I will create a respectful environment with teamwork. I will accomplish this by welcoming the other party and telling them how much I appreciate their time. Further, I will tell them that we have a common interest.

Notably, this makes one feel like a partner and lowers defensiveness. I will also convey the desire to reach a mutually satisfactory conclusion. Essentially, this is achieved by speaking in an open tone, like, “Let us work something out that is good to the two of us.”

By so doing, the other party is provoked to participate in a constructive way instead of a competitive way. Another aspect that I will use in setting a tone is having a calm demeanor because the element of body language is important. Therefore, I will have a constant and calm tone of voice to indicate that I am ready and in control.

Reference

Corvette, B. A. B. (2007). Conflict management: A practical guide to developing negotiation strategies. Pearson Prentice Hall.

Chapter 16

Question 1: Why are teams more useful on complex matters than simple ones?

Teams often find themselves more effective on complex matters than simple ones due to the wide range of knowledge, skills, and perspectives that come with teams. Complex negotiations entail many stakeholders, and decisions often have far-reaching consequences (Corvette, 2007). The working dynamics entail subdividing roles, in-depth analysis, and even more complex solutions. For example, a contract negotiation involving legal, financial, and technical components can be complex for one person to handle.

Question 2: Evaluate whether you are an effective team member. What are the reasons for your effectiveness or ineffectiveness? What can you do to become more effective in team relationships?

I am a good team player because of my communication abilities, personal responsibility, and cooperation. I attentively listen, resolve questions, and make sure everyone is welcome. For example, I structure tasks without structure among the team members. In case of a conflict, I mediate the conflict and move back to the point.

Nevertheless, there is a weakness in my area of delegation. There are occasions when I work extra to pledge the quality, but this may result in burnout and restrain the input of others. To become a better leader, I must believe in other people, invest in them, and not micro-manage.

Question 3: When would you play devil’s advocate? Would you be good at it? Why?

I would play devil’s advocate when the team is leaning too heavily toward one idea. Notably, this happens when proceedings are done without examining alternatives and potential flaws. It is applicable in decision-making, brainstorming, and assessing risks.

I will be good at it by ensuring we do not strike out on the weak side. Notably, this is so because we will assess more acceptable alternatives.

Reference

Corvette, B. A. B. (2007). Conflict management: A practical guide to developing negotiation strategies. Pearson Prentice Hall.

Answer the following question: Is persuasion the ultimate goal of negotiation, or leadership, or public relations? Why or why not?

The use of persuasion in a negotiation, leadership, and public relations (PR) is not the ultimate goal in itself. The end result of a negotiation is mutual agreement or a solution that could be satisfying to all parties in the negotiation. Negotiators also employ persuasion to create an added effect, but in order to achieve successful negotiation, listening, problem-solving, and compromising are involved. A negotiator who does not consider the needs of others is likely to make flimsy agreements that are not based on trust (Corvette, 2007).

The key aim of leadership is to motivate people to follow the leader to work on reaching shared goals. Although persuasion may be the most common instrument in motivating and aligning people towards a corporate vision, leadership entails the establishment of relationships, models, and cooperation and teamwork. A leader who uses persuasion as the only tool but has no credibility or integrity might not be able to stay influential in the long term.

The aim of PR is to create and sustain a good image or reputation of an individual, a company, or an organization. Often, persuasion plays an important role in formulating public opinion and regulating the narrative, yet PR must be associated with transparency, responsiveness, and ethics of correspondence. Inauthentic messaging that is not factual but only aimed at persuasion would destroy trust and result in backlash from the people.

Thus, persuasion is necessary in the three fields, but is an instrument rather than an end. Whether it is changing the mind of the receiver in a marriage situation or creating consensus in a business environment, the ultimate objective is not only to change minds but also to inspire and create a long-term relationship. To give a sustainable outcome, good practitioners combine persuasion and empathy, credibility and strategic thinking.

Reference

Corvette, B. A. B. (2007). Conflict management: A practical guide to developing negotiation strategies. Pearson Prentice Hall.

Chapter 19

Question 1: Identify at least two natural tendencies you possess that help to make you an effective negotiator.

Active listening is one of my natural tendencies. I remain attentive to what others say, ask them questions requiring clarification, and consider their musings. Notably, this establishes a sense of trust and gives me confidence that I have all the information on the other party’s position. By letting people feel heard, people also open up more, enabling them to find interests and get closer.

Another tendency is to remain composed when I am under pressure. I am seldom rattled when in passionate debates. Essentially, this calmness helps me to think, not react emotionally, and be focused on the conversation. Staying calm also reduces the tension, making it possible to guide the negotiation toward a settlement.

Question 2: Identify two areas where you require the most improvement.

Assertiveness is one of the areas of improvement I require. I compromise too fast at times or accept the terms that fail to satisfy all my requirements. Although it is desirable to be cooperative, one is supposed to be able to promote one’s interests. I should not be so vague in my limits and communicate my priorities with authority.

The other area is patience. At times, I feel pressured to agree in protracted negotiations. It may result in unnoticed details or neglected options. Establishing patience will help me to be keen and look at good alternatives before compromising.

Question 3: What steps should you take when confronted with an uncooperative counterpart?

Working with an uncooperative counterpart, one should not act emotionally. First, I remain calm. The situation can be worse with escalation. Instead, I attempt to ascertain why they do the things they do.

Do they feel threatened, misunderstood, or pressured? Such open-ended questions would assist in finding the underlying issues.

Reference

Corvette, B. A. B. (2007). Conflict management: A practical guide to developing negotiation strategies. Pearson Prentice Hall.

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Chapter 19 – Answer the following questions:
1. Identify at least two natural tendencies you possess that help to make you an effective negotiator.
2. Identify two areas in which you require the most improvement.
3. What steps should you take when confronted with an uncooperative counterpart?

You must start a thread before you can read and reply to other threads

Chapter 15 – Answer the following questions: 1. How does your study of common mistakes made in negotiations prepare you to respond to certain tactics? 2. Describe how you plan to set the tone in your next negotiation.You must start a thread before you can read and reply to other threads

Chapter 16 – Answer the following questions:
1. Why are teams more useful on complex matters than on simple ones?
2. Evaluate whether or not you are an effective team member. What are the reasons for your effectiveness or ineffectiveness? What can you do to become more effective in a team relationship?
3. When would you play devil’s advocate? Would you be good at it? Why?

Answer the following question: Is persuasion the ultimate goal of negotiation, or leadership, or public relations? Why or why not? Remember to expand enough to hit the minimum word count.

Note that each chapter requires a 250-word count.

Course textbook: Budjac Corvette, B. A. (2007). Conflict management: A practical guide to
developing negotiation strategies. Upper Saddle River, NJ: Pearson
Additional information: ISBN 9780131193239, Edition: 1st
OER Online Option:
https://www.yumpu.com/en/document/read/65198329/conflict-management-a-practical-guide-to-
developing-negotiation-strategies-by-barbara-a-budjac-corvette-z-liborg

Text:

• Corvette, B. A. (2007). Conflict management: A practical guide to developing negotiation strategies. Upper Saddle River, NJ: Pearson Additional information: ISBN 9780131193239, Edition: 1st