Peer Responses
Replies 1
Responding to Person 1
Hello,
Thank you for your post. You have outlined a whole range of essential things to consider in determining whether negotiating is the right thing to do. I appreciate your point that mutual benefit is a significant first condition; without the potential for mutual gain, negotiating would be inefficient and an expensive waste of valuable time. It is also crucial to define the other party’s bottom lines, such as long-standing values or personal morals, to avoid searching for fruitless talks: Peer Responses.
Your insight about respecting how personality, style of interaction, and histories of past negotiations can inform present behavior is especially true. Falling into habitual behavior, for example, too much compromising or avoidance can inhibit successful outcomes (Hosseinzadeh, 2024). Successful negotiators must be constantly aware of themselves and flexible to the personal circumstances and relationships of the specific encounter. Overall, your reflection highlights the benefit of being well-prepared, familiarizing oneself with personal and interpersonal factors, and tailoring approaches to negotiating in consequence.
References
Hosseinzadeh, Z. (2024). Harmony amidst turmoil: Navigating conflict with mindfulness. In Conflict Management – Organizational Happiness, Mindfulness, and Coping Strategies. IntechOpen. https://doi.org/10.5772/intechopen.1003050
Responding to Person 2
Hello,
Thank you for your post. You outlined a reflective and practical approach to assessing whether there is value in negotiating. You are right to indicate the potential for mutual benefit as the determining factor. Negotiating is only fruitful if there is something of value to be achieved by both parties.
I appreciate the way you highlighted the value of integrity and emotional equilibrium. If there is no integrity, the negotiation can soon disintegrate and lead to a lack of trust (Elgoibar & Shijaku, 2022). Emotional control is also essential; when emotions are in control, individuals end up reacting in the moment rather than assessing options.
I also appreciate the way you highlighted the use of unconscious factors such as bias and body language. Both subtle factors have a massive effect on the tone and success of the negotiation without us even realizing they are in effect. You re-emphasize how the building blocks of successful negotiating are self-awareness and respectful communication. Great work!
References
Elgoibar, P., & Shijaku, E. (2022). Bringing the social back into sustainability: Why integrative negotiation matters. Sustainability, 14(11), 6699. https://doi.org/10.3390/su14116699
Replies 2
Responding to Person 1
Hello,
Thank you for your post. The best method in the scenario is the collaborative/cooperative style of negotiating. Collaboration is best where the relationship is going to be maintained, and the solution must be mutual. Since the team members already proved to dislike working overtime so much, it is crucial to approach the issue in an empathetic and accommodating manner.
When you negotiate by giving rewards such as paid overtime, days off, or flexible hours, you recognize their concerns and are willing to find a fair compromise. Teamwork encourages free debate and ensures mutual respect and being heard, which raises morale and performance (Woime & Shato, 2025). You highlighted the shared objective of project delivery to align with team and company interests.
Therefore, the collaboration style is pragmatic and ethical. It also saves long-term relationships, a crucial consideration in team relationships where trust and unity are future success determinants. It also sets a positive precedent for future negotiations, building a culture of mutual respect.
References
Woime, A. W., & Shato, G. A. (2025). The role of emotional intelligence and conflict management in job satisfaction and teamwork: A systematic review. Public Health Challenges, 4(2). https://doi.org/10.1002/puh2.70054
Responding to Person 2
Hello,
Thank you for your post. You provide a consideration and caring response to the situation presented in Case 4.2. It is sensible to use the collaborative/cooperative approach to negotiation. The collaborative/cooperative approach is for both sides to be able to discuss freely the requirements of the other side and seek the best solution for mutual benefit (Corvette, 2007).
You demonstrate consideration of the personal commitments of the staff, childcare, or parenting, which is valuable and a sign of emotional intelligence in leadership. You offer flexibility, enabling team members to choose the days they can work late. It also acts to preserve morale and demonstrate that they are considered in the well-being area.
The collaborative approach is good for the success of the project, but also, in the long run, stimulates team strength and satisfies the job. When there is participation by both the supervisor and the team in determining the outcome, trust is enhanced, and the result is often long-lasting and productive.
References
Corvette, B. A. B. (2007). Conflict management: A practical guide to developing negotiation strategies. Pearson.
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Question 
Replies 1
Person 1
When assessing whether or not you should negotiate you will first need to decide if there is a possibility of a mutually beneficial exchange between both parties involved. If neither party will benefit, then there is no need to negotiate. You also need to know which items or beliefs are nonnegotiable for the other party. If the other party has morals or beliefs that are nonnegotiable, then you should not waste your time negotiating.
Factors such as personality, values, beliefs, attitude, motivations, communication style, and way of thinking are just a few of the things that can affect a negotiation. Each individual is unique in their wants and needs, and this will affect the results of a negotiation. When negotiating we can sometimes unconsciously begin to copy the behaviors of the individuals we have negotiated with in the past.
This habit can become detrimental in our negotiating since what works in one negotiation may not work in another, since every individual has different wants, needs, and personalities. You may also inadvertently begin to fall into bad habits such as continuously compromising, competing, or avoiding.
Reference:
Budjac Corvette, B. A. (2007). Conflict management: A practical guide to developing negotiation strategies. Upper Saddle River, NJ: Pearson
Person 2
How would you assess whether or not you should negotiate? Identify the factors you would consider and the overall rule you would apply. What factors can you readily identify that will affect your negotiation options and outcomes? What unconscious factors might also affect your negotiation performance?
One of the first things you should think about when deciding whether or not to negotiate is if there is a possibility of a beneficial outcome of the conversation for both individuals to gain from. The overall rule I would apply is that if there is no possibility to gain any positive outcome to the conversation then it probably is not worth having. There are some factors that will affect negotiation outcomes. First, honesty and integrity can be very big factors to negotiating.
If both individuals are not honest and speak dishonestly, then a conversation can turn negative and the outcome will not be beneficial. Moreover, another factor is that both individuals must have an open mind and be willing to learn from each other. Going into a negotiation with the sole purpose of proving the other person wrong will not result in a beneficial conversation. Both parties must have a goal of listening to each other’s opinions instead of solely proving themselves correct.
Third, you need to make sure that you are emotionally stable enough to have a negotiation. Letting our emotions control negotiations can be one of the biggest predictors of a negotiation turning negative and not resulting in a beneficial outcome. Some unconscious factors that can affect negotiation outcomes are bias, emotions, and body language.
Emotions can be a little easier to examine but sometimes unconscious bias and body language can be difficult to combat in negotiations. It is best to always keep an open mind and analyze these unconscious factors during the negotiations and ask ourselves if it may be helping or hurting the conversation.
References:
Corvette, B. A. B. (2007). Conflict Management: A Practical Guide to Developing Negotiation Strategies. Pearson.
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Replies 2
Peer Responses
Person 1
Case 4.2 You desire your work team to complete a project within the next two weeks. Doing so will necessitate a great number of extra hours. In the past, all of the individuals involved have expressed dislike for overtime and have gone to great lengths to avoid it.
Which negotiation style would you choose?
In this situation I would choose the cooperative/collaborative negotiation style. This means that both sides of the negotiation would compromise something in order to get what they want. It is also known as a win-win situation.
Why is that style appropriate?
In this type of style, you are compromising, and both parties find a way to get what they want. Everybody wants the project to succeed and in a collaborative effort you’re able to bring that common goal to the center to make it easier to align efforts. In this type of negotiation technique, you need to understand what the other side wants, and we understand that they dislike overtime and would like to avoid it. In return for doing their best on the project and getting it done before the deadline you may be able to compromise with extra time off after the project, paid overtime, flexible overtime scheduling, etc.
What factors and issues can you think of that may indicate that a collaborative style would be effective?
Collaboration is often considered one of the most effective styles of negotiation and can be used in most scenarios. Although it requires more creativity and effort in this situation the pros outweigh the cons. Since the outcome is important to everybody, shared goals are important, and collaboration would be essential. As well this job may put a strain on relationships but if you want to preserve the trust and morale you will be more willing to collaborate.
In a workplace setting it is important to acknowledge and give recognition to employees. This means that both sides of the party want to avoid a win lose outcome. This style of collaboration invites compromise and allows employees to feel heard.
Reference: Corvette, B. A. B. (2007). Conflict Management: A Practical Guide to Developing Negotiation Strategies. Pearson.
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person 2
For case 4.2 I would definitely choose the cooperative or collaborative negotiation strategy. I think this can be really helpful to find a way where everyone is happy including the supervisor of the team. It states that nobody enjoys working overtime and many employees will try and avoid it, which is why finding a way they could be satisfied with their workplace would keep the employees around. Many people have other priorities outside of working hours and should not have to basically give up the next two weeks for the business to make more money.
I assume some of the team members are maybe working parents and need to get home to their children to keep a steady routine for them, or maybe need to get home to see their spouse or pets after a long day. Giving them a flexible schedule and maybe choosing which days they would rather stay late to complete this team project would be helpful in this situation. This way both the supervisor of the team and employees are satisfied with the agreement. This negotiation strategy focuses on listening, expressing your feelings and positivity (Corvette B. A.B.p.63).
If everyone can mutually agree on a decision to complete the project, everyone in the workplace would be pleased. This includes the supervisor as their employees would be happy and the project could still be completed on time for them. The cooperative or collaborative approach looks at finding a way to compromise between both parties so each person is happy with the agreement.
Corvette, B. A. B. (2014). Conflict management: A practical guide to developing negotiation strategies. Pearson.
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