Results from the Negotiator Assessment
Negotiation can be described as the process of the method through which people settle their differences. Through the negation process, either a compromise or an agreement may be reached in an attempt of avoiding dispute and disputes (Thompson, 2000). Based on these descriptions, it would be easy to conclude that the negotiation skills are essential when they involve securing deals for both personal life and the businesses. During the negotiation is critical to consider the four critical areas, which include; creating value, claiming it, empathizing with others, and asserting one’s self. These key regions are discussed herein according to results from the negotiator assessment.
Creating and Claiming Value. The negotiator assessment explains that there exists an inherent tension between the value being created (also expressed as the pie and possible values) and claiming it. The assessor showed that there is nothing good or bad regarding the creation and value claiming, based on the answers given and that the only significant aspect is ensuring the approach serves the broader viewpoint. Moreover, a style that helps one in one situation may hurt in another situation. The assessor, however, stressed that if most negotiations are with long-time vendors, customers, or work colleagues, it is better to lean towards the creation of value.
Empathizing with others and asserting One’s Self. Negotiators need to balance the feelings of the other side depending on their circumstances. Success at one point shouldn’t mean failure at another. The negotiation process avoids trap and advocates for one’s self without disrespecting the other party. According to the assessor, one should always try and stretch in both directions through being concurrently more self-confident and more vicarious.
Factors likely to Impact Negotiation Skills, Opinions, and Outcomes
Place of Negotiation. The negotiator revealed that neutral sites are places in which none has an advantage over the other. However, it’s always better to bring the discussions to home area t maintain a power advantage. For instance, if the negotiation involved selling a service, the introduction of the clients would fulfill and seal the contract. Meeting in the others party’s office, on the hand, may show flexibility and readiness to go extra miles, an aspect likely important is seeking a prospective investor or customer.
Making the First Offer. The assessor agrees with the idea of not making the first offer as besides showing weakness, it may come as a surprise when the other side issues a better offer than the one in mind. However, being first can also be advantageously attributed to the fact that initial demands can massively sway counter-offers. This becomes advantageous only if one can give plausible reasons to support their claim.
A High or Low Start. Based on research, the negotiator agrees that higher aspirations come with more to get, but the bad news is that higher aspirations may end up pushing the others away. This simply means that there are two types of upper limits, one that makes the demand taken seriously and makes the other party walk away and another one, a bold offer likely to provoke a similar hostile response. Both sides may be dangerous given that as one backs down, it drives out value-creation.
Showing or Hiding Cards. If it happens that one party is aware of the other’s preferences, it would be possible to expand one’s own pie, or value, in an attempt to capture most. This may, however, leave the other party with crumbs. Understanding these prospects comes through intuition and explains the protraction of simple transactions since, without the revelation of the other party’s preferences, no side gets to exploit the other. However, the potential value may be squandered, as well. This means it may be better to share information but should be done carefully, on a step by step basis, while encouraging reciprocity (Sims & Carter, 2016).
Other factors that may impact the negation position and likely outcomes include; whether or not to outnumber the other party, the issues addressed at first, closing style, and whether or not to increase demands.
General Plan to Develop Effective Personalized Strategies
Based on the concept of negotiation skills, it is clear that the negotiation skills include the ability to communicate, plan, strategize, employ tactics, influence and persuade, and setting the right tools. The negotiation skills can, thus, be learned. Developing effective personalized strategies for negotiation requires drawing skills from different disciplines. A general plan involves practicing empathy and critical thinking, communicating effectively, understanding power dynamics, identifying the goals and interests before negotiation, and knowing one’s self (Corvette, 2007). Moreover, studying sociology, psychology, communication, and conflict also gives an individual an upper hand in the future management of negotiations. Other plans include being assertive and persuasive.