N3: STRATEGY AND TACTICS OF INTEGRATIVE NEGOTIATION

Integrative negotiation is a strategy where the goal is a result that is as good as possible for both parties. It can also be referred to as win-win negotiation. It is an alternate strategy to the more common negotiation technique of simply trying to come up with the best possible outcome for your own side, known as distributive negotiation.

The idea of integrative negotiation is to work together to find the outcome that best helps both sides. This requires both sides to put more effort than usual into understanding what the other side requires and desires from a deal. Analysts of the tactic say it works best when the two sides concentrate primarily on the main point of the deal, rather than coming up with many secondary points which they will then “trade off “as part of the negotiating process.

Also known as a "win-win solution," integrative negotiation can be difficult, as it tends to require a considerable amount of compromise on both sides. Groups of people who are not used to working together may have to consider the negotiation to be more of a team effort, rather than a competition. Although this can be difficult at first, many people who have experience with integrative negotiation find that it can work out to be beneficial for both sides.

Most negotiations work on a distributive basis. Distributive negotiation works on the principle that both sides will be out to get the deal which best helps them. This is often reflected in the assumptions analysts make about how a hypothetical set of negotiations will proceed and be resolved. In this situation, the two parties tend to see any gain as the other party's loss and vice versa. Integrative negotiation can take this issue off the table by looking for the best situation for all parties concerned.

N2: STRATEGY AND TACTICS OF DISTRIBUTIVE BARGAINING

N2: STRATEGY AND TACTICS OF DISTRIBUTIVE BARGAINING

Distributive bargaining, also called "claiming value," "zero-sum," or "win-lose” bargaining, is a competitive negotiation strategy that is used to decide how to distribute a fixed resource, such as money. The parties assume that there is not enough to go around, and they cannot "expand the pie," so the more one side gets, the less the other side gets.

Distributive bargaining is important because there are some disputes that cannot be solved in any other way. They are inherently zero-sum. If the stakes are high, such conflicts can be very resistant to resolution.

Even in cooperative negotiations, distributive bargaining will come into play. Distributive bargaining and integrative bargaining are not mutually exclusive negotiation strategies. Integrative bargaining is a good way to make the pie (joint value) as large as it can possibly be, but ultimately the parties must distribute the value that was created. If they are able to expand the pie enough, distribution is easy. If there is still not enough to give each side what it wants, however, distributive negotiation will be more difficult.

N1: NATURE OF NEGOTIATION

N1: NATURE OF NEGOTIATION

Negotiation is a discussion between two or more disputants who are trying to work out a solution to their problem.

Negotiations typically take place because the parties wish to create something new that neither could do on his or her own, or to resolve a problem or dispute between them.

Negotiation transpires for several reasons; to approve on how to share or divide a limited resource, to produce something new, or solve a problem.

There are several characteristics common to all negotiation;

·       There are two or more parties.

·       There is a dissidence of needs and requests between two or more parties.

·       The parties negotiate by selection.

·       When we negotiate we anticipate a “give and take “process.

Mutual adjustment is one of the key causes of the changes that occur during a negotiation. Both parties know that they can influence the other's outcomes and that the other side can influence theirs. The effective negotiator attempts to understand how people will adjust and readjust their positions during negotiations, based on what the other party does and is expected to do.

In conclusion, if the "right" people are not involved in negotiations, the process is not likely to succeed. First, all of the interested and affected parties must be represented. Second, negotiators must truly represent and have the trust of those they are representing. If a party is left out of the process, they may become angry and argue that their interests have not been taken into account. Agreements can be successfully implemented only if the relevant parties and interests have been represented in the negotiations, in part because parties who participate in the negotiation process have a greater stake in the outcome. Similarly, if constituents do not recognize a negotiator as their legitimate representative, they may try to block implementation of the agreement. Negotiators must therefore be sure to consult with their constituents and to ensure that they adequately deal with constituents' concerns.

L1: LEADERSHIP COMMUNICATION

L1: WHAT IS LEADERSHIP COMMUNICATION?

A key component of successful leadership is communication. Any successful leader will be very effective in communication; using this skill leader can connect to various people at the same time in order to motivate, guide, direct, inspire and lead them towards organization’s goal. Along with effective skill, leader should also have genuine interest in other people or their follower’s growth.

Any communication involves transmission of meaningful information from sender to receiver via various means such as verbal, non-verbal or written communication. Any communication could have issues at each one of these components where sender could send wrong information or receiver could have miss interpretation or message could be altered due to addition of noise in it.

Leadership communication consists of layered, expanding skills from core strategy development and effective writing and speaking to the use of these skills in more complex organizational situations. Leadership communication consists of three primary rings; core, managerial, and corporate. The higher up in an organization a manager moves, the more complex his or her communication demands become. Core Communication strategy is included in the core, but managers will find they always need to take a strategic approach to be a master of leadership communication.  Managerial communication capabilities build on the core abilities. They are the capabilities that more directly involve managing others, from one-on-one contact to interacting with groups and the broader organization. Corporate communication involves expansion from the managerial skills to those abilities needed to lead an organization and address a broader community.

 Leadership communication depends on the ability to project a positive image, or more specifically, a positive ethos, inside an organization and outside.

In conclusion, improving their leadership communication ability should be a priority for managers wanting to be the leaders in their organization or community. They need to master the core skills and learn the capabilities included in the managerial and corporate rings of the leadership communication framework. By doing so, they position themselves to move into the executive suite and beyond.