EON 12.

Summary
This chapter examined various aspects of a growing field of negotiation that explores the complexities of international and cross-cultural negotiation.And it discussed that Negotiation is an integral part of daily life and the opportunities to negotiate surround us. While some people may look born negotiators, negotiation is fundamentally a skill involving analysis and communication that everyone can learn. In this final chapter we reflect negotiation at a broad level by providing 10 “best practices” for negotiators who wish to continue to improve their negotiation skills:

1. be prepared
2. diagnose the fundamental structure of the negotiation
3. identify and work the BATNA
4. be willing to walk away
5. master paradoxes
6. remember the intangibles
7. actively manage coalition
8. remember that rationality and fairness are relative
9. continue to learn from the experience
10. savor and protect your reputation

EON-11.

Summary

This chapter examined various aspects of a growing field of negotiation that explores the complexities of international and cross- cultural negotiation. Some of factors make international negotiations different. Description of factors that influence international negotiations: political and legal pluralism, international economics, foreign governmental and bureaucracies, instability, ideology, and culture. Five immediate context factors were discussed next: relative bargaining power, levels of conflict, relationship between negotiators, desired outcomes, and immediate stakeholders. Each of these environmental and immediate context factors acts to make international negotiators need to understand how to manage them.

The chapter discussed ten ways that culture can influence negotiation: (1) the definition of negotiation, (2) the negotiation opportunity, (3) the selection of negotiators, (4) protocol, (5) communication, (6) time sensitivity, (7) risk propensity, (8) groups versus individuals, (9) the nature of arguments, and (10) emotionalism.

EON-10.

Summary

In this chapter, most negotiation theory has been developed under the assumption that negotiation is a bilateral process – that there are only two focal negotiators or teams of negotiators opposing each other. Yet many negotiators are multilateral or group deliberations – more than two negotiators are involved, each with his or her own interests and positions, and the group must arrive at a collective agreement regarding a plan, decision, or course of action. In this chapter, we explored the dynamics of two forms of multiparty negotiations: when multiple parties must work together to achieve a collective decision or consensus.
One theme that runs through all forms of multiparty negotiation is the need to actively monitor and manage the negotiation process situations that are significantly more complex than two-party negotiations. I present here a brief set of questions that any participant in negotiations involving coalitions, multiple parties, or teams should keep in mind:
- What are the consequences of the parties failing to agree to the increased complexities? What happens if there is no agreement?
- How will the parties involved make a decision? That is, what decision rules will be used? Why are these best possible rules?
- How can the parties use interactions – multiple rounds of discussion – to achieve their objectives?
- Do we need a designed chair or facilitator? Should it be a neutral outsider, or can one of the parties fill this role? What tactics can a facilitator use to manage group process in order to ensure that the best decision is reached?
In this chapter focused the dynamics of two forms of multiparty negotiations: when multiple parties must work together to achieve a collective decision or consensus.
One theme that runs through all forms of multiparty negotiation is the need to actively monitor and manage the negotiation process situations that are significantly more complex than two- party negotiations.

EON-9.

Summary

In this chapter discussed that much of negotiation theory and research is based on what we have learned in experimental research settings, consisting of two negotiating parties who don’t know each other, don’t expect to deal with each other in the future, and are engaged in a marked transaction over price and quantity.

In addition, we cannot assume that negotiators are involved only in arm’s-Length market transactions about the exchange of fees for good and services. Many negotiations concern how to work together more effectively over time, how to coordinate actions and share responsibilities, or how to manage problems that have arisen in the relationship. We evaluated the status of previous negotiation research- which has focused almost exclusively on market- exchanged relationship- and evaluated its status for different types of relationships, particularly communal-sharing and authority- ranking relationship. Within relationships, we see that parties shift their focus considerably, moving away from a sole focus on price and exchange to also attend to the future of relationship, including the level of trust between the parties and questions of fairness, and to build strong positive reputations. We argue that most negotiations occur within these relationship context, and future work must attend to their unique complexities