NEGOTIATION now and then resolution that we’d


 SUBMITTED BY – Prasanna Balaji(P161057)

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It has been determined that people behave badly throughout negotiations out of concern or anger if they feel that they’re not obtaining any benefit from the negotiation. Adamantine behaviour successively triggers associate degree angry response, so it’s vital for an efficient negotiator to acknowledge this and learn the way to influence such things as so the authors have outlined a 5-step strategy for ending negotiations in such things

1.       Once negotiating with a tough opponent it’s important for us to manage our own emotions and not reacting to their remarks. We must always instead cross-check the case and judge if it’s value negotiating in such conditions.

2.       A way to reassure the opponent is by taking their facet and taking note of them. We must always concentrate on the areas of agreements instead of argue on the areas of disagreement. We should always attempt to not contradict the opponents’ purpose and our focus should be to bring the case in check.

3.        By asking open ended queries we will drive the negotiation to concentrate on interests. now and then if felt necessary we will opt to ignore certain aspects and adopt silence; as silence now and then proves to be a powerful weapon.

4.       Opponents realize it tough to mention affirmative and conform to concepts once it’s not their own. Therefore, in order to make sure that they shift from this position is by asking for their opinion as well as proving them with choices. We must always perceive the tangible likewise as intangible interests of our opponent to urge to understand them higher. In a different way to resolve such things is by involving a 3rd party as now and then resolution that we’d give may well be unacceptable to them however once a 3rd party presents constant solution they’d realize it to be excellent and so would settle for it.

5.       By providing solutions that serves the aim of making and claiming price and serving shared interests we will build it tough for the opposite party to mention no to the agreement.



·         If any high demand or illogical demand is placed then keep your mouth shut and the answer is not very important in that case.

·         Start bargaining from their side in your favour

·         Try to keep quiet bringing the other party around to more effective negotiating behaviour is controlling one’s own behaviour or by keeping quiet.


·         It provides processes/techniques for principled negotiation to a reach good agreement in a chaotic situation by creating value and collaborating with the other party

·         Garnering substantial information about other party batna and resistance value becomes very challenging

·         The third party playing the role of an intermediate would solve the holistic situation and preserve the relationship.

·         In the case the theories suggest strong steps which can be taken to carry out negotiation in difficult situations. But it only suggests ways in which we can control the situation with stress being on the relationship part and listening more to your opponent.

·         According to me it is also important for us to have a strong defensive strategic approach. Our preparedness and information should be leveraged upon to have an edge over our opponent and drive the negotiation in difficult situation.


                                                  TRY TO FIND A COMMON PATH

·         While negotiating try to figure out other person’s needs and then removing the common obstacles in deal so that the other person cannot deny.

·         IF the common obstacle is not there then try to follow or look for items that are of low cost to you and high benefit to them, and vice versa.

·         Try to negotiate on numbers and show him that you will not make huge profits while dealing but still dealing just because of relations



Ury’s work really is a masterpiece of the genre and an indispensable resource for negotiators and mediators alike.  The Breakthrough Negotiation method canonizes and synthesizes some of the most important techniques and ideas in conflict management.



















Roger Fisher and William Ury, Getting to Yes



We see in this case that Fisher and Ury explains the four principles of effective negotiation. They have addressed the context to the audience who negotiate in their personal and official life. Fisher and Ury have explained the importance of effective negotiation and also guides the negotiators by framing certain rules and thoughts of theirs to build a healthy negotiation that would benefit all the parties involved in the negotiation. People indulge in negotiation in daily life. But rarely have we engaged in principled negotiation. This article would definitely enable the readers to engage in fruitful, healthy and effective negotiation.

The authors have guided the readers by saying that one should engage in wise and efficient negotiation which improves the party’s relationship. Negotiations should not take the form of positional bargaining. They might yield inefficient results and will harm the party’s relationships. The four principles for effective negotiation as stated by the authors area 1) separating the people from the problem; 2) focusing on interests rather than positions; 3) generating a variety of options before settling on an agreement; and 4) insisting that the agreement be based on objective criteria. The author has explained in detail about the afore-mentioned principles in detail and has guided the negotiators to follow these principles to engage in an efficient negotiation process for both parties.

                                            CRITIQUE OF THE THEORY

·         It is often not possible to use principled negotiation when the other party is using dirty tricks or has more bargaining power.

·         Bringing in a 3rd party may just result in the other party withdrawing their interest in negotiating, especially when they have good BATNA

·         It is very difficult to identify when being subject to psychological warfare

·         Procedural ground rules can be set but the level of consequences if rules are broken will depend on the power with the party.

·         Often the true reasons of why certain suggestions are made by the other party are not disclosed

·         More often than not the other party may not be intent on generating options.

·         Lack of time or pressure from other interested parties might encourage positional bargaining.

·         It can be challenging to set objective criteria in times of opposing interests specially when the other party is position bargaining.


To summarise in order to get a conclusion to yes following steps should be followed

·         Separate people & problem

·         Focus on interests rather than positions

·         Generate a variety of options before settling on an agreement

·         Insist that the agreement be based on objective criteria



                     Getting to Yes does address these types of issues – like how to negotiate with hard bargainers- but it does not go far enough in doing so. Principled negotiation is likely to prove most useful in those important, ongoing relationships that require careful attention to principles. But in the types of negotiations that most of us handle on a daily basis as advocates, Getting to Yes falls short.