Power as it Relates to Negotiation
Power in Negotiation is very crucial. Power is generally the leverage in that one side in a particular negotiation has to have a specific influence on the other side to move closer to their negotiating position. Party’s leverage is on awarding the given benefits or technically imposing the costs on the different available sides. Mandell et al. (2020) state that the negotiation literature has a very extensive examination of the given topic power and how it could be welded. Different frameworks have been created and utilized in many treaties signed in negotiations.
Analyzing power differential in any given situation is a common teaching technique. Despite the given focus, though, different discussions on power have been discussed in the private sector. Therefore, many of the most common frameworks get oriented in this kind of situation, thus resulting in a clumsy application to the public sector negotiation.
Summary
As per Mandell, B. S., Petraeus, S., & Subramanian, G. (2020), power is the possibility that a given negotiator can influence a negotiation outcome in the given direction of the ideal results. Further research has technically identified some sources of power that can help the negotiators achieve the shared ideal outcomes. Additionally, the power in Negotiation does affect the two primary neurological regulators of given behaviors. The behavioral approach and inhibition systems are among the negotiation systems. To have powerful negotiators, they demonstrate approach-related behaviors like expressing positive moods and learning in their given environments.
In contrast, powerless individuals tend to experience a big deal of self-inhibition. In the same case, they are triggered by the fear of potential threats. In this case, the four key differences between the powerful and the less powerful individuals are elaborated. The given differences given can be used to advantage the negotiators.
Analysis
The findings from the different negotiations research include; the powerful negotiators have to take action, the powerful negotiators get protected, the power negotiates are the very creative risk-takers, the powerful negotiators lose perspective, and the power negotiators gain more providence. Suppose the powerful negotiators have it generated by BATNA or the best alternatives available, influential roles, or senses of confidence. In that case, power brings the understanding that negotiators behave more proactively through Negotiation.
Research conducted equally shows that the powerful negotiators get more inclined than the less powerful negotiators to make the first available offer (Kühne & Weber, 2018). In one of the studies, it is the case that getting strong alternatives to negotiated agreements has led to the negotiators being three times more likely to make the offer required to offer.
Powerful negotiators get natural protection. There is the case from the international negotiations of how power insulates the individual in Negotiation. Management does offer a protective Armor against the destructive behaviors of the opponents as the powerful aren’t easily manipulated. To gain an advantage in this case, it is essential to reflect on a negotiated time with a strong BATNA before holding negotiations with anyone emotional and demanding. It is necessary to equally generate the psychological power to immunize the individual from the opponents’ angry tactics. When assessing ability in negotiations, an overarching theme guides the selection of any strategic orientation, objectivity, plan, and tactics in any particular negotiation, giving assertions and demonstrations of power have to be the strategic objectives. In a real sense, employing the type or use of the source of power to achieve a strategic goal is a tactic.
References
Kühne, O., & Weber, F. (2018). Conflicts and negotiation processes in the course of power grid extension in Germany. Landscape Research, 43(4), 529-541.
Mandell, B. S., Petraeus, S., & Subramanian, G. (2020). Sources of Power in Public Negotiations: A Framework Applied to Public‐Public and Public‐Private Negotiations. Negotiation Journal, 36(4), 397-419.
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Question 
We will be covering 12 chapters in class. Within each chapter, there are italicized key terms. Each student will select one of the key terms from the assigned chapter(s) and search online Library resources to find 1 recent peer-reviewed article (within the past 3 years) that closely relate to the concept. Your submission must include the following information in the following format:
Power as it Relates to Negotiation
Key terms:
- Causes of conflict
- Conflict Resolution
- Cognitive Biases in Negotiation
- Negotiation Strategies
- Influence as it Relates to Negotiation
- Persuasion as it Relates to Negotiation
- Power as it Relates to Negotiation
- Pressure as it Relates to Negotiation
DEFINITION: a brief definition of the key term followed by the APA reference for the term; this does not count in the word requirement.
SUMMARY: Summarize the article in your own words- this should be in the 250-word range. Be sure to note the article’s author, their credentials and why we should put any weight behind their opinions, research or findings regarding the key term.
ANALYSIS: Using at least 350 words, write a brief analysis, in your own words, of how the article relates to the selected chapter’s Key Term. An analysis is not rehashing what was already stated in the article but the opportunity for you to add value by sharing your experiences, thoughts and opinions. This is the most important part of the assignment.
REFERENCES: All references must be listed in APA format at the bottom of the submission.
(continued) Use the headers in your submission to ensure all assignment aspects are completed as required.