Negotiation is a critical component of human communications. Even the most mundane interactions we have in our daily lives can involve negotiation, such as where to eat dinner and what to order. Usually in these simple situations we do not think about the strategies of negotiation because the outcomes are relatively unimportant. Yet when it comes to higher stakes negotiation, it becomes important to recognize the various types of strategies that can be used, to choose strategies that are generally more effective and can create win-win results.
Distributive negotiation does not tend to create results of maximum benefit to all parties. What distributive negotiation can do is provide the semblance of fairness through the principle of equal distribution. Distributive negotiation lives up to its name because it typically entails taking a mutually desired outcome and dividing it among stakeholder parties. Sometimes, distributive justice can seem like it results in a lose-lose situation, as neither party receives a hundred percent of what they had hoped for. In most cases, though, distributive justice results in a win-lose scenario because one or the other party will start to exert pressure or use coercive tactics to force a win; thereby leading to one side getting more than its fair share. The following example illustrates distributive negotiation.
For example, I am in the market to rent a condo. I find a condo I like on the rental market, and the owner wants to lease it to me for $3,000 per month on a term...
Realm of Legal Negotiation DISTRIBUTIVE VS. INTEGRATIVE Negotiation involves a dialogue of two or more parties or people with the intention to reach a favorable outcome. This favorable result can be for just one party or both parties involved. The integrative approach to negotiation tries to expand the "pie" to make sure everyone gets something. However, the distributive approach ensures one side "wins" and the other, "loses." The legal landscape of
Purpose of Interest Based Bargaining The collective bargaining process is hardly ever dull or unexciting. Every now and then, there is significant tension as one of the participating parties or the other comes to the realization that it will fail to reach the expectations of its constituents. From time to time, there is significant eagerness and passion as resourceful options emanate with the potential to render mutual gains. In different occasions,
Human Resource Management Methods What are the author's main points? The paper discusses Christopher Tomlins' The State and Unions: Labor Relations, and the Organized Labor Movement in America as well as Jean-Christian Vinel's The Employee in relation to the different advances and progresses that have transpired in the past 25 years. The main point presented by Hurd, the author, is that the deterioration of labor unions in terms of marginal protections offered
Contract Simulation and Management Simulation Memo: Chief Executive of Span Corporation Re: C-S Negotiations Situational Overview At present, Span is in negotiations with the C-S Corporation to determine the particulars of a joint venture between the two organizations. Negotiations have come to an impasse because of what is perceived as C-S's stalling techniques, designed to extract further concessions from Span. C-S has been continually changing the originally defined requirements of the negotiations. What should Span
Art of Negotiation Briefly describe the selected negotiation The selected negotiation is the United Parcel Service (UPS) strike of 1997. UPS was established in the year 1907 and has since then grown into the biggest provider of package delivery as well as logistic services across the world. Examine the issues versus the interests of the parties involved. Determine how this difference affected the negotiation At the time, one of the key business strategies
Inclusion of polarized differences within the so-called team in relation to the government of Rwanda was vital for the lack of agreement during the negotiations. Two-level game situation and chaotic structures led to the failure of the bargaining power of the government of Rwanda during the negotiation process. One of the eventual outcomes of the negotiation process was the composition of the national army with 50% from the Tutsis
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