Negotiation Notes PDF

**[Negotiation]** Process of seeking agreement between parties in the present of certain factors. **[Issues triggers negotiations]** - Grievance - Working conditions - Wages levels - Retrenchment - Dismissal **[Motivation to negotiate ]** - **Aspiration --** hope or ambition of...

**[Negotiation]** Process of seeking agreement between parties in the present of certain factors. **[Issues triggers negotiations]** - Grievance - Working conditions - Wages levels - Retrenchment - Dismissal **[Motivation to negotiate ]** - **Aspiration --** hope or ambition of achieving something - **Identity --** image resulting from the negotiations - **Initiation --** what lead to negotiation or motivation of the other party at the beginning of the negotiations - **Social --** distribution of the outcomes - **Epistemic --** knowledge and validation **[Environmental influence on negotiations]** - **Macro-economic --** inflation rate, governments policy etc. - **Micro-economic --** labour market and product competition, profit margin etc. - **Societal --** Social, culture etc. - **Technological advances --** technology in the workplace - **Role of the media** - **Demographic --** age, gender, educational level etc. - **Political** - **Public policy --** state legislative framework e. Go. Delimiting bargaining unit **[Skills, interactions and perception needed for successful negotiation process]** - Trust - Commitment to reach agreement - Willingness to engage in a coercive action - Knowledge each party has of the other party - Expectations and need of both parties - Parties past relationship - Skills of negotiators **[Form of power influence used in the negotiations process ]** - Reward - Coercive - Referent - Expert - Legitimate **[Strategies for gaining power]** - **Willing to take risks** - **Be Dominance** - **Gain support** - **Make the other party look bad** - **Time must be always on your side** - **Have knowledge and know laws** - **Always act courageous** - **Persuade the other party** - **Have sufficient information and skills** - **Maintain contact with constituent and principles** - **Have support of their constituents or principles** **[Profile of a good negotiators]** - Consider wide range of options and outcomes - Give attention to areas of possible co-operation - Pay attention to long-term objectives - Establish upper and lower limits during their planning - Flexible and establish rigid segments beforehand - Avoid irritating expression such as "unfair ", "unreasonable". - Don't make counter proposals as frequently - Questioned the other party far more frequently **[Qualities of a good negotiators]** - Tact - Flexible - Good communication skills - Ability to handle information - Good thinking and planning skills - Readiness to listen - Ability to withstand stress and pressure - Present reasoned arguments - Depth knowledge of issue at hand - Earn respect of the other party **[Aspect in preparing for negotiation]** 1. Initiator 2. Negotiation planning sheet 3. Negotiation conventions 4. Setting goals and objectives 5. Delimiting the area of negotiation 6. Selecting negotiators 7. Identifying the main issues 8. Defining the interests 9. Bargaining range 10. Information gathering 11. Resistance and target points 12. Settlement range 13. Risk assessment 14. Contract zone 15. Developing strategies 16. Obtaining mendate 17. Testing the water **[Conducting negotiations ]** 1. **Opening phase** -- establishing climate -establishing position -feel out the other party 2. **Body of the negotiations :** - Bringing argument - Countering the other party arguments - Displaying Commitment - Granting concession - Caucusing - Impasses - Deadlock 3. **Final offers or demands** -- threats and bluffs \- sanctions 4. **Closure** **[Negotiation manoeuvres]** - Deadline - Funny money - Body language - Fatigue - Limited authority - Statistics and averages - Shock tactics - Killing with kindness - Change of pace - Good and bad cop **[Agreements ]** **Types of agreement** - Agreement to bargain - Wages, conditions of service and procedures - Subject related agreements **Monitoring agreements** - Check on the progress of the agreement made and also see what the employees, unions and negotiators have done to keep the agreement. **Enforceability of agreement** - Is there to enforce an agreement e.g. referring a dispute to CCMA \-