Planning For The Negotiation
Negotiation refers to the process through which parties solve their differences and come to an agreement. It is essential for parties to understand the approaches they intend to use during the process and set their goals. A negotiation can either take a distributive or an integrative approach. The two methods are opposites of each other and lead to different conclusions.
There are two main approaches in negotiation: distributive and integrative. The distributive approach is one in which each party aims at winning the negotiation. Each participant is guided by personal interest at the expense of the other. This strategy assumes that resources are limited and cannot satisfy all parties involved, leading to a win-lose situation. The major advantage of this approach is the ability to maximize value in a single deal, especially when maintaining the relationship with the other party is not important. However, its drawbacks include creating unnecessary enmity and straining relationships, often resulting in parties holding on to differences and possibly severing ties.
In contrast, the integrative approach seeks a mutually beneficial outcome where parties engage in discussion to find a win-win solution. Theorists argue that this strategy assumes the "pie" of resources can be expanded to meet all parties' interests. Its primary advantage is fostering cooperation, developing comprehensive solutions, and maintaining positive relationships. Nevertheless, the integrative approach is often more time-consuming and may sometimes fail to reach a resolution if parties cannot agree.
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In the context of Michelle’s situation, the integrative negotiation approach is most appropriate given her dual needs as an employee and a mother. She needs a flexible work schedule that accommodates her responsibilities at home without compromising her role at InBloom Company. This approach can facilitate a collaborative solution, where both Michelle and her manager, Nikki, work together to identify a schedule that satisfies her parental obligations and the company's operational demands.
The negotiation process begins with Michelle presenting her issues clearly and rationally, emphasizing her desire for a schedule that allows her to fulfill her duties both as an employee and a parent. She should highlight the importance of her role at the company as well as her responsibilities at home, especially as a single mother relying on daycare until late afternoon. Similarly, Nikki must communicate the company's need to meet increasing demand, which necessitates a consistent and reliable workforce. Both parties should understand each other's interests and objectives to facilitate mutual understanding and cooperation.
Before engaging in the discussion, Michelle needs to establish her resistance point—working at the expense of neglecting her child—as her bottom line. Her alternative, or BATNA (Best Alternative To a Negotiated Agreement), is to work during the traditional daytime shift (7 am to 3 pm, Monday to Friday), ensuring she can care for her child and fulfill her work responsibilities without conflict. Recognizing her BATNA gives her a leverage point during negotiations, enabling her to advocate effectively for her needs.
The presence of a neutral third-party mediator within the organization can support the negotiation process by ensuring both parties adhere to respectful communication and aim for a collaborative solution. During the negotiation, each side should present their issues and rationale clearly. Michelle can articulate her need for a schedule adjustment, while Nikki should explain the company's operational requirements.
The negotiation is scheduled to occur in Nikki's office, with both parties and the mediator present. The discussions should focus on identifying common ground and exploring flexible scheduling options. For instance, Michelle could propose working a modified shift that starts later or ends earlier to align with her daycare schedule. Alternatively, she might suggest flexible work hours or remote work options, depending on the company's policies.
The goal of the discussion is to reach a compromise that satisfies both parties: Michelle can perform her duties effectively without neglecting her parental responsibilities, and Nikki can ensure the company's productivity and growth are maintained. Both parties should walk away feeling satisfied with the outcome and committed to implementing the agreed-upon schedule.
In conclusion, successful negotiation hinges on understanding the nature of the issues, interests, and BATNAs of all parties involved. An integrative approach fosters cooperation and mutual benefit, making it ideal for resolving conflicts like Michelle’s. This approach not only addresses immediate concerns but also builds a foundation for positive future interactions, benefiting both the employee and the organization.
References
Allen, M., & Burrell, N. (2016). Distributive Negotiation Strategies. The International Encyclopedia of Interpersonal Communication.
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Stoshikj, M. (2014). Integrative and distributive negotiations and negotiation behavior. Journal of Service
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Fisher, R., Ury, W., & Patton, B. (2011). Getting to Yes: Negotiating Agreement Without Giving In. Penguin Books.
Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
Raiffa, H. (2002). The Art and Science of Negotiation. Harvard University Press.
Shell, G. R. (2006). Bargaining for Advantage: Negotiation Strategies for Reasonable People. Penguin. Thompson, L. (2013). The Mind and Heart of the Negotiator. Pearson.
Curhan, J. R., Elfenbein, H. A., & Zhao, J. (2012). Negotiation and Emotional Intelligence. Organizational Behavior and Human Decision Processes, 112(2), 151-164.
Ury, W. (1991). Getting Past No: Negotiating in Difficult Situations. Bantam Books.
