By Richard A. Luecke
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Additional resources for Best Practice Workplace Negotiations
A 300-person company has ten technical-support personnel, each working eight hours per day and no more. The managers of the company’s two main operating divisions are trying to agree on how the time of these technical people should be allocated among the divisions. If manager A succeeds in getting more than half of the available technical-support time, he or she will do so at the expense of manager B. org/ TWO DIFFERENT APPROACHES: WIN-LOSE AND WIN-WIN 17 Think About It . . Can you think of a win-lose situation in your workplace?
The current site plan includes lots of bells and whistles designed to sell products. ” Bill adopted a shocked expression. “I don’t want to give up any,” he said forcefully. ” Then she resumed: “I know that there is support for all the features you’ve proposed, Bill. But I also know that your group supports some features more than others. So let me rephrase my question. ” Bill knew he was off base. He could act tough toward Terri, but he couldn’t do that to members of the executive group. He understood the group’s reluctance to change the scope of the project at this late date, so he backed off a bit.
Alternatives, reserve price (point), and area of agreement are useful tools that you can take into the preparation phase of the negotiating process. Once you understand them, you’ll be better prepared to negotiate. You’ll learn more about the applications of these concepts in the chapters that follow. © American Management Association. All rights reserved. org/ 36 BEST PRACTICE WORKPLACE NEGOTIATIONS This chapter introduced three useful tools that you can use in any type of negotiation. The first is alternatives—the options available if you cannot forge an acceptable deal with the other party.
Best Practice Workplace Negotiations by Richard A. Luecke