Nego Complete
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Transcript of Nego Complete
BSMH 3073 [ ]
1.0 INTRODUCTION
One of the essential skills for any entrepreneur is negotiation. How well
you can negotiate a favorable agreement or deal for your business can often
spell the difference between failure and success. Negotiation can occur
between you and your employees, your vendors, your customers, or even
your investors. Despite the possible sense of intimidation or distaste many
business owners might have around negotiating, it is a productive skill that
will enable you to build your business in positive ways and it does not have
to be approached as an adversarial tactic to be endured. Here we would like
to mention about an effective negotiator and we are convinced that
“negotiators are not born; they are made.” Clearly, there are some people
who seem to have been born for that. The innate talent of a salesman who is
capable of improvising, for example, can save situations where negotiators
have been exhausted or stymied. Nevertheless, to be an expert negotiator
capable of achieving the best that could be hoped for means keeping in mind
that negotiations must benefit both parties and this is the result of reflection,
analysis and practicing various techniques and methods habitually. Of
course, they can be learned and practiced. Let’s not forget that an effective
negotiation is composed of 10% technique and 90% attitude. A negotiator
must have cognitive intelligence to comprehend complex ideas, to reason
based on facts and to plan a course of action. Cognitive intelligence is
intellectual abilities such as logic, reason, reading, and writing, analyzing and
prioritizing. These go on in your own head and utilize only the neo Cortez,
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not the emotional centers of the brain. These do not involve any people
skills, can solve a math equation by you, or write an essay by yourself. Other
than that, without doubts, biologically realized cognitive intelligence is the
most complex property of human mind and can be perceived only by it. Our
problem is what we call or may call cognitive intelligence. From the formal,
computational perspective, cognitive intelligence is always one of ill-defined
concepts. Its definitions are immersed in numerous scientific contexts and
mirror their own historical evolutions, as well as, different "interests" of
researchers involved. Its weakness is usually based on its abstract multi-
faces image and, on the other hand, a universal utility character. There are
some characteristics will explain about an effective negotiator.
2.0 DICUSSIONS
2.1 Negotiator Should Be an Emotionally Intelligent Negotiator
Cognitive ability refer the type of intelligence commonly measured by
psychometric tests) predicts individual performance in many related
contexts. Beside this, in particular situation or context, individual negotiator
is expected to react the same way with the confines of bounded rationality in
the similar kinds of biases and decision making, (Fulmer & Barry, 2004).
However in the scholar journal state that individual differences do impact
negotiation outcomes but they hold the limited interest due to demographic
factors. It is common true that organizational have the ultimate power to
analysis the individual differences and peek the right person in order to get
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better result in negotiation. On the other hand, if the intelligence will affect
the negotiation result it is the right way to identified how the smart
negotiators react in order to implement negotiation and improve skills. The
scholar also state that cognitive ability an ability and emotional intelligence
impact a negotiator's information acquisition, decision making, and tactical
responses, both directly and in concert with situational/contextual factors.
Beside this, cognitive ability involves the ability to plan, solve problems,
think abstractly, comprehend complex ideas, learn quickly and learn from
experience. The cognitive ability is applied in negotiation process, where by
integrative negotiation; the both parties will try accomplishing the result
together. In order to achieve it the negotiator needs cognitive ability to
gather information and share it. Beside this, cognitive ability also able to
influence performance in various situations beside predicts behavior and
outcomes in complex negotiation process, (Fulmer & Barry, 2004). On the
other hand the effective negotiator can use the cognitive ability in four
process of negotiation which is information acquisition, decision making,
choice of tactics and the ability to influence emotions of the negotiation
opponent in order to get success in negotiation process. Furthermore, the
high cognitive ability also will help the negotiator to be effective where they
are able to predict decision making performance even in extremely
unpredictably changes. Beside this, the cognitive ability also will help the
negotiator to be effective where in bargaining situation; cognitive ability will
offer negotiator advantages in information gathering and decision making,
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particularly in complex situation. The cognitive ability will contribute to
effective negotiator in information acquisition where it increases the capacity
to learn and process relevant information more quickly and accurately. It is
proven that, higher cognitive ability will boots up effective negotiator where
it deliver to rapid learning about the underlying interests of one's negotiation
partner.
Effective negotiator also can use cognitive ability to perform accurate
judgment and decision making in before and after unexpected changes in
negotiation process. Beside this the cognitive ability helps the negotiator to
be effective where they can perform with rationality and with bias avoidance,
able to identified own errors and mistakes more quickly. Apart from this,
cognitive ability also leads to effective negotiator where it cultivates them to
adapt in complexity during the negotiation process. It is clearly can been see
in negotiation situations involve vary in complexity where parties are
negotiating for complex multi issues involve rapid, unexpected changes in
circumstances, require high-level and swift information processing, and
require attention to multiple sources of information simultaneously. So it is
proven where the effective negotiator should use cognitive ability to adapt in
rapid learning and information processing during negotiation process. So we
can conclude that effective negotiator will use cognitive ability in information
acquisition and be stronger in structurally complex negotiation situations.
Beside the cognitive ability, the emotional intelligence also can
contribute to effective negotiator. Emotional intelligence will be beneficial for
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negotiators because it provides greater sensitivity to emotional cues, it may
minimize the negative effects of emotion on decision-making, and it
facilitates the implementation of emotion based tactics in negotiation.
Effective negotiator are able to manipulate other parties emotion level where
in negotiation table an emotionally sensitive opponent might observe that
the focal negotiator becomes visibly upset the longer the negotiation
continues or reacts overly emotionally to some particular comment of
events, clues that there is time pressure or some other constraint on the
focal negotiator that has not yet been revealed in conversation. Besides
increasing the ability to perceive emotion in others, emotional intelligence
may also reduce the likelihood that one's own emotions will interfere with
accurate perception of information in a negotiation to effective negotiator.
We can conclude that an effective negotiator can use it to gather more and
richer information about their opponent's underlying interests and contextual
constraints than less emotionally intelligent negotiators. Emotionally
intelligent also allow the effective negotiators will more accurately evaluate
risk, leading to better decision-making performance within a negotiation
context. Apart from this, effective negotiator which have emotional
intelligent will be more aware of any possibly more likely to take advantage
of opportunities to actively influence or manipulate the emotions of
opponents to their own advantages. It is clearly can see those effective
negotiators whom have emotionally intelligent are more successful in
inducing desired emotions in negotiation opponents. We can conclude that
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an effective negotiator must have cognitive ability and emotional intelligence
to comprehend complex ideas, to reason based on facts and to plan a course
of action.
2.2 Negotiator Should Have Situational Power
Good negotiator personalities can be recognizing as having important
effect on negotiation. In a bargaining situation personality is believe to be
related with other important aspect such as situational power. This can help
negotiator to simulated external validity. Usually without experience the
actual cognitive manipulation mostly will vary widely across the negotiator.
In bargaining situation a negotiator without experience can affect the
outcome.
Individual differences identified by measuring a broad range of
personality characteristic with variety of techniques. During negotiation,
negotiator proposes and evaluates sets of issues such as price, quantity,
delivery terms, and guarantees that contribute to the possible outcome. A
negotiator must base their cognitive intelligence in order to support their
evaluation regarding the issues. Continuously, in certain situation preference
for no settlement must be measured in order to identify negotiator’s
resistance point where the negotiator refused to accept the deal
(Greenhalgh, Neslin, & Gilkey, 1985).
Outcomes can be determined by directly by personality, perceived power
and preference. Power and personality can affect negotiation outcome and
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preference effect outcome indirectly. A powerful negotiators comes with
good quality of cognitive intelligence usually has a high utility resistance
point because they having high utility of alternative dealing with other
parties. Personality could influence preference because individual difference
in a negotiator preference structure reflecting the factors of their values.
Because of complexity of real world of negotiation, it is necessary to
measure a broad range of dimension. The three general categories of
relationship orientation, cognitive orientation, and persistence as a guideline
for ensures of personality range of negotiators. Besides, tactical skills among
negotiator based on situational power involve the ability to persuade the
other parties. When one party can deny their outcome and one party has
better alternatives and willing to walk away.
2.3 Negotiator Should Be Confidence
When negotiating, always consider the roll confidence plays in the
negotiation. By doing so, negotiator will create more negotiation
opportunities. Confidence is necessary in any situation involving
negotiations. Confident make negotiator become more strategic in planning
and effective in executing negotiations. Confidence comes over time
although some seem naturally blessed with it. Confidence plays a critical role
in any negotiation, regardless of where it takes place. Anything a person
entering a negotiation can do to boost his or her confidence is a good thing.
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Something as simple as participating in negotiation training may work to
minimize the disadvantage of negotiating on someone else’s home turf.
According to the Brooks and Schweitzer (2011), show that
nervousness is harmful to negotiator performance. In the author’s
experiments, authors induced either nervousness or neutral feelings and
studied behavior in negotiation and continuous shrinking pie tasks.
Compared to negotiators experiencing neutral feelings, negotiators who feel
nervous expect lower outcomes, make lower first offers, respond more
quickly to offers, exit bargaining situations earlier, and ultimately obtain
worse outcomes. The relationship between anxiety and negotiator behavior
is moderated by negotiator self-effectiveness, high self-efficacy mitigates the
harmful effects of nervousness.
Strategies, frameworks and research that will allow negotiator to
negotiate with multiple opponents on a number of issues. Negotiator should
confidence to ensure that negotiator negotiate successfully and, just as
importantly, consistently. The confidence is one of most important and
necessary to manage conflict and resolve disputes. Confidence can influence
negotiator opponent's behavior.
When a negotiator has confidence in the negotiation process, he or she
would avoid making lower first offers. A negotiator who has confidence
won’t easily step in for the offer that could actually be made for a higher
stake. A confident negotiator won’t easily back off from the negotiation
process. This is because, when the negotiator has confidence in him, the
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negotiator will try to stand till the final offer being made. A confident
negotiator will not commit for a less profitable negotiation. When a
negotiator is not so confident in him, he will tend to make less profitable
negotiation as he is not sure of the negotiation process. Thus, confidence is
very important for a negotiator, as every decision is based on the confidence
level of the negotiator himself.
A well-prepared negotiator will come to the table fully prepared, and
his speech will be smooth and articulate. Clear, concise articulation will get
the point across and negotiator’s words will be easy to understand without
being patronizing. The more confident negotiator sound, the more
confidence the other parties will have in him. Thus, well preparation and
confidence is very important for an effective negotiator.
2.4 Negotiator Needs To Create Trust Around Another Party
Trusts play an important role in business-to-business negotiations by
effective negotiator. An effective negotiator needs to have ability to create
trust around another party. In negotiation, two parties with opposing interest
come together to make a decision. To overcome this situation, an effective
negotiator needs to create trust around another party to make sure they
come to compromise as soon as possible. Trust can influenced opposing
party and make a strong relationship between the two parties. An effective
negotiator not only made to build trust and strong relationship between the
business firms but also with the persons who represent the firm. A negotiator
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who has a cognitive ability to bring trust can bring confidence to opponent
party and bring satisfactory settlement in negotiation. Negotiator can get
trust from another party by providing fact and reliable information according
to the problem that need to resolve (Elahee & Brooks, 2004). According to
the journal, the amount of an information sharing information by a negotiator
will make sure the relationship range between two parties. Information that
provide need the state clearly about the expectation of parties and justify
their expectation. Trust brings by the effective negotiator make sure there
are less complex and more efficient outcomes. Trust with negotiator will
brings high aspiration around another party. Moreover, high level of trust
makes the communication level with two parties improve. When the trust
between the negotiators increases it will make an ethical negation happen to
overcome a problem faced by two opponent’s parties. Ethical issues have a
positive linked with trust. The amount of trust of opponent parties will
estimate the ethical behavior of other parties. When a negotiator failed to
build a trust it will create another party to use unethical techniques to make
final decision. The unethical activities for example provide false promises,
false information, inappropriate information gathering, and
misrepresentation of the position to another party (Elahee & Brooks, 2004).
These activities will bring conflict around two parties when the truth is come
back. Other than that, this situation brings a negative image about our
organization in business world. So that is very important for an effective
negotiator to create trust around others parties in negation proses. When a
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negotiator successfully get trust from another party, it will make the
negotiation prose’s become so simple. It’s because trust can make the
understanding level between two parties increased. When an effective
negotiator brings trust around another party, it can help the parties
continuously dealing with the organization in future. From the view of
cognitive intelligence, an effective negotiator need to bring trust from
another parties to make sure he or she got the ability to make an negotiation
successfully and make a decision that can fulfill two parties needs. Trust
plays an important role to bring an effective negotiator in cognitive
intelligence proses. A negotiator who can create trust within another party
can categorize as an effective negotiator in negotiation proses.
2.5 Negotiator Should Be Good Decision Makers
One of the characteristics of effectiveness negotiator is good decision
maker. Problem-solving and decision making are important skill in
business and life. Decision making is important especially in management
and leadership. An organization’s successful or failures in achieve their
goals and aims in depends on the decision making. In negotiation,
decision making is an important element to negotiator to solve the
problem or dispute that arises between both parties. In bargaining
negotiation and integrative negotiation, the outcomes are heavily
depends on both parties desire and needs and the both parties’ resistance
point and how both parties cooperate with each other to achieve their
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preferred goal. In this situation, the negotiator must give more attention
on decision making to help the parties to attain their goals especially in
context of cognitive. Negotiator must think creatively and critically to find
the solution and not only depend on evidence and facts. Negotiators
might be termed a social contextualize view, a psychological factors that
influence judgement and decision making in negotiation. The decision
making process might be influenced by external factors of negotiation
such as what the other negotiation’s result, the negotiator’s thinking
approaches, how the parties that involved in that particular negotiation
accept the final decision (Kramer, Pommerenke, & Newton, 1993).
Negotiator must be cognitively intelligent to make a decision that is
different from other negotiators in order to be an effective negotiator.
When a negotiator is make a decision, it is important to take into
consideration the impact of the social environment within which
negotiations are characteristically embedded. A common feature of many
real- world negotiations is the fact that they occur in the context of pre-
existing social ties and relations. In negotiation, there are frequently
involving decision makers who share membership in the same social
group or organization (Roderick M. Kramer, 1993). At this point, the
negotiators have not to be bias on make a decision. He or she must make
the decision according to the facts, problem arising and solution for both
parties, and the outcomes that affect the negotiation. Furthermore,
negotiator also must carry out the problem in term of cognitive thinking,
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where the solution of problem can also be a new version in negotiation
process. A good decision making requires a mixture of skills. The skills
that involve are creative development and identification of option, clarity
of judgments, firmness of decision and effective implementation. In order
to be an effective negotiator, a decision maker should have all the skills
that mention above. In a research that been conduct in California about
the relationships between negotiator sex and the likelihood of being
deceived in strategic interactions, gender stereotypes suggest that
women are more gullible than men, so a rational analysis of negotiator
behavior predicted a greater propensity to deceive when negotiating with
women than men. This problem is arising due to the level of cognitive
intelligence between man and women. Normally, women tend to think a
problem in a small perspective and more focus in specific angle or view of
that problem. In contrast, man will look out the problem in several
contexts and also think about the impact of decision making in future.
This problem should be avoided to the decision maker in negotiation to
become an effective negotiator. Another important element in negotiation
is ethical decision making. To be an effective negotiator, a negotiators
need to take an ethical decision making. In addition the ethical decision
making are important because when conduct a negotiation, the
negotiator not only have to consider the both parties’ desire ,needs and
outcome, and their resistance point, but also the ethical decision. An
effective negotiator not only makes decision based on fact and evidence,
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but he or she also needs to look up the ethical of decision that has been
made in the context of rules and regulation. In the decision making
process, it is important for negotiator to define and clarify the issue.
Cognitive process also influences the negotiator’s decision making.
(Roderick M. Kramer, 1993).An effective negotiator must able to solve the
dispute among two parties through a creative and critics cognitive. He or
she not only must depend on facts, evidence and trusty of parties to
make decision but also need to think the impact and possible of the
problem solving. Moreover, social context that consist of social
identification and interpersonal accountability might affect the outcomes
that negotiators try to achieve during a negotiation. Interpersonal
accountability affects directly a negotiator’s cognitive intelligence. It
pretend the negotiator’s abilities in make decision creatively and critically
(Kramer, Pommerenke, & Newton, 1993).
3.0 CONCLUSION
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As a conclusion, characteristics of a negotiator are most important to
be an effective negotiator in an organization. Characteristics such as decision
making, trustworthy, confidence, cognitive ability, and power and personality
are making a negotiator to be successful in their negotiation process. I have
demonstrated that there is evidence to support the proposition that more
principled negotiator traits are likely to be more effective than aggressive
ones. Negotiators have to be prepared for competitive counterparties and for
the value-claiming phase of any negotiation. Finally, I have questioned
whether the typical one-day commercial mediation model gives participants
much opportunity to engage in integrative negotiation. I have suggested that
it does not and that, at least in some cases, this is to be regretted. I have
proposed one or two ways in which even the slightly adventurous mediator
might look to flex the model and I have challenged the mediator community
to come up with more. If they accept this challenge commercial mediation
can, also see it, truly take its place as a technique for conflict resolution
rather than remain as just a step within litigation.
REFERRENCES
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Baker, J. A. (2012). The ultimate negotiator and counselor. Texas Bar Journal,
75(5), 1-3.
Elahee, M., & Brooks, C. M. (2004). Trust and negotiation tactics: perceptions
about business-to-business negotiations in Mexico. Journal of Business
& Industrial Marketing, 19(6), 397 - 404.
Fulmer, I. S., & Barry, B. (2004). The smart negotiator: Cognitive ability and
emotional intelligence in negotiation. The International Journal of
Conflict Management, 15(3), 245-272.
Greenhalgh, L., Neslin, S. A., & Gilkey, R. W. (1985). The effects of negotiator
preferences, situational power, and negotiator personality on outcomes
of business negotiations. The Academy of Management Journal, 28(1),
9-33.
Kramer, R. M., Pommerenke, P., & Newton, E. (1993). The social context of
negotiation: Effects of social identify and interpersonal accountability
on negotiatior decision making. Journal of Conflict Resolution, 37(4),
633- 654.
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