The ability to negotiate effectively is critical to the success of managers and the organizations they represent. Negotiation can be defined as a "reasonable" discussion between two or more parties who endeavor to resolve incompatible goals. The parties involved may be individuals, groups, organizations, or political units such as countries. I was particularly interested in the segment that addressed cross-cultural negations and thought that particular class touched on the multitude of situations we are faced with on a daily basis.
The book breaks negotiation down to four basic areas, fundamentals, sub-processes, and contexts and finally remedies. Each area is broad in nature and only covers the surface but enough to enhance awareness in the areas that are most important.
How do agreements and disagreements begin? In my opinion, the lack of communication is the root. There is no instrument available today that mandates effective communications other than the willingness and cooperation of the affected parties.
Negotiation and dispute resolution is a beginning approach to bridge the communication gap, a means of opening up the lines of communications such that mediation can be avoided. The approaches we touched on in class are no doubt effective. Union and Labor disputes are as old and controversial as the landing at Plymouth Rock. I find it difficult to imagine in today's society, that we continue to find the means to disagree and create conflict to the extent professionals are needed. We spoke a lot about strategy, but in most cases, strategy was a tool to use "in" the negotiation process. Why not use the same energy to strategize agreements before conflict prevails? In our discussions, the various concepts and understating of framing were discussed, where implied in the process of achieving certain goals were achieved. I believe the bottom line is strategy and planning,