Page 105 - DMGT519_Conflict Management and Negotiation Skills

Unit 4: Negotiation

deadlocked.
Notes
Figure 4.2: Deadlock
Ideal (A) Limit

Limit
Ideal (B)

In this case since both the lines are at a gap, suggesting no possibility of a settlement. As a result
they may end up in a deadlock or one (or both) will have to revise their limits. In this situation
Figure 2: Deadlock
either of the parties may use sanction against the other to persuade adjustment of one’s limit and
try to achieve a meeting of the lines. This is most commonly seen in the form of a strike or a
cutting off of suppliers in credit.

It is also possible that new information emerges or new circumstances occur during the
negotiation, necessitating alteration in the pre-negotiation ideal and limit continuum.
Figure depicts another possibility where A’s range overlaps B’s ideal. If B discovers this during
negotiations, he will have a choice of settling at his ideal or revising it (revised ideal), as shown
by the dotted line-if he does not discover this, he may settle for less than he needed to.
dotted line-if he does not discover this, he may settle for less than he needed to.
Figure 4.3

Ideal (a)
Limit

Revised Ideal (b)
Limit Ideal

Firstly negotiation process aims at getting into bargaining arena. Once the negotiators are in the
bargaining arena, settlement, depends on their relative bargaining skill, leading to how much
Figure 3

are travels to reach the settlement point. Ensuring implementation of the agreement is also a
Firstly negotiation process aims at getting
very crucial aspect besides securing it at the least cost. One of the most difficult test of the
negotiation training may be-Does it work in practice?
There are various ways and approaches of improving negotiating performance. As said earlier
the real test is if it works in practice. One of the processes based on practical experience of
participation an detailed study of the negotiations, focusing on the skills of negotiating is
known as Eight Step Approach. This approach has been quite popular and have also been
validated, by the experienced of negotiating in industrial relations and commercial dealings.
These skills are set in real-world environments and successful training requires that the credibility
of the approach remains high with the practicing managers.
Attempts to train management negotiators through abstract theories of negotiating and the use
of extremely artificial issues is likely to be much less effective.

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