Negotiation Case Simulation
1. What was your BATNA in this negotiation? What do you think were the BATNAs of the three other parties?
• Mine: Urged all three departments to agree to utilize and give a rollout of an overall system that Jim Linehan suggested, including Executive Information System, in the eight months; the hardware and software deisn specifications and the accounting standards is uniform as an “open corporation”across Rosewell; I am in charge of the overall task force.
• Helen Freeman: Set up an overall system, including EIS, across Rosewell; willing to take the responsibilities of hardware and software designs; not willing to take the task force.
• Paul Stokes: Expand his financial package to the whole company; delay the present timeline; willing …show more content…
How did the process and the outcomes of this negotiation compare to your first simulation?
• Differ from the first simulation, the negotiation this time had two previous meeting before it started, which informed a cleared version of each negotiator’s position and interests.
• The process this time was similar to the first simulation: the preneogotiation stage, the formal stage, and the agreement stage.
• The challenges this time was harder due to the opposition of the two other negotiators—Stokes and Morris. However, I make less concession this time, since one negotiator, Freeman, stood the same position as mine, which urged the other two negotiators to make more concession.
3. Did the negotiation reach any impasse at any point? If so, how did you overcome the impasse?
• When the point came to the capabilities, specifications, functions, and access, though the three other negotiators all agree to use the uniform hardware and software design across Rosewell, the two negotiators, Stokes and Morris, opposed to establish an “open corporation”, since they thought three negotiators stood on different positions, and they were not willing to tie their workstations with central servers—they preferred to managed their own data and recourses. I made my concession on this point. Because these two negotiators have made their concessions to agree with setting an overall system, so providing them with some benefits was good for a long-term relationship and keeping the negotiation …show more content…
Did you reach an agreement with the others in the quartet? If so, what are the key points of your agreement? If you could not reach an agreement, what were the main stumbling blocks?
• Yes.
• Informing and emphasizing the current situation. The eight-mouth timeline imposed by the CEO, Bauers, is unchangeable, according to his words and attitude. So I could not make any concession on the timeline.
• Analyzing the possible outcomes, and potential benefits if an agreement is reached. When Stoke’s insisted that his financial packages were suitable for the whole company, I rejected him by comparing his annually sales growth with other two negotiators’, and explaining that the three departments have their own position and circumstances.
• Utilizing the useful data, like the system, including EIS, suggested by Jim Linehan leaded to the reduce Freeman’s cost by 18% in the first year, compared to the other departments.
5. What would you do differently if you had the chance to do this negotiation over
• Mine: Urged all three departments to agree to utilize and give a rollout of an overall system that Jim Linehan suggested, including Executive Information System, in the eight months; the hardware and software deisn specifications and the accounting standards is uniform as an “open corporation”across Rosewell; I am in charge of the overall task force.
• Helen Freeman: Set up an overall system, including EIS, across Rosewell; willing to take the responsibilities of hardware and software designs; not willing to take the task force.
• Paul Stokes: Expand his financial package to the whole company; delay the present timeline; willing …show more content…
How did the process and the outcomes of this negotiation compare to your first simulation?
• Differ from the first simulation, the negotiation this time had two previous meeting before it started, which informed a cleared version of each negotiator’s position and interests.
• The process this time was similar to the first simulation: the preneogotiation stage, the formal stage, and the agreement stage.
• The challenges this time was harder due to the opposition of the two other negotiators—Stokes and Morris. However, I make less concession this time, since one negotiator, Freeman, stood the same position as mine, which urged the other two negotiators to make more concession.
3. Did the negotiation reach any impasse at any point? If so, how did you overcome the impasse?
• When the point came to the capabilities, specifications, functions, and access, though the three other negotiators all agree to use the uniform hardware and software design across Rosewell, the two negotiators, Stokes and Morris, opposed to establish an “open corporation”, since they thought three negotiators stood on different positions, and they were not willing to tie their workstations with central servers—they preferred to managed their own data and recourses. I made my concession on this point. Because these two negotiators have made their concessions to agree with setting an overall system, so providing them with some benefits was good for a long-term relationship and keeping the negotiation …show more content…
Did you reach an agreement with the others in the quartet? If so, what are the key points of your agreement? If you could not reach an agreement, what were the main stumbling blocks?
• Yes.
• Informing and emphasizing the current situation. The eight-mouth timeline imposed by the CEO, Bauers, is unchangeable, according to his words and attitude. So I could not make any concession on the timeline.
• Analyzing the possible outcomes, and potential benefits if an agreement is reached. When Stoke’s insisted that his financial packages were suitable for the whole company, I rejected him by comparing his annually sales growth with other two negotiators’, and explaining that the three departments have their own position and circumstances.
• Utilizing the useful data, like the system, including EIS, suggested by Jim Linehan leaded to the reduce Freeman’s cost by 18% in the first year, compared to the other departments.
5. What would you do differently if you had the chance to do this negotiation over