Running Head: MULTIPARTY NEGOTIATIONS, TRUST / REPUTATION Multiparty Negotiations, Trust / Reputation Mark Langsam Negotiation and Conflict Resolution (BUS 526) Dr. Paul Jaikaran 03/11/2011 Abstract In this paper I will explain how I would develop and effective negotiating team to work on multiparty negotiations. I will outline the actions I would take and explain why these would be effective. Additionally, I will describe and event that would cause damage to the level of trust during negotiation and explain the actions I would take to repair the trust and maintain positive relationships with negotiating parties.

Last I will explain why I think these actions would be effective. Explain how you would develop an effective negotiating team to work on multiparty negotiations. Outline the actions you would take and explain why these would be effective. Developing an effective team to work on a multiparty negotiation can be a challenge. Prior to the negotiation, I would put together a list of the participants I would like to participate in the negotiation. Once I have made a list, I would distribute it to all participants asking for feedback.

The feedback I would request is whether or not I have included everybody that needs to be involved. If I left a vital role player out than I would make the appropriate changes and update the list for re-distribution. Prior to the start of the meeting, I would develop the roles for the meeting. Some of the roles may be a timekeeper, taking notes, a facilitator, or mediator etc. I would distribute the roles to my participants and ask for volunteers for certain roles. The participants who do not pick up a role and the spots that are unfilled I would address during the first meeting.

I would address the team and ask if everybody agrees on each person’s role. Once an agreement is met for each person’s role, we can move forward. Last, I would disburse the ground rules for the meeting. These are meant to keep the negotiation on track and be constructive. As a team I would encourage each participant to develop and prioritize his or her issues for discussion. Once these issues are brought forward, I would ask for participants to review each person’s issue and rate them in the order of importance. Once I receive the feedback I would construct an agenda for our first meeting.

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During the first meeting I would elect a chairperson for the negotiation. Once one was been elected, I would hand over the proposed agenda for the negotiation. I would leave any changes or additions up to the chairperson. The negotiations would now move forward. This negotiation team would be effective because the planning and framework for the negotiation was established prior to the meeting. The planning of participants, roles, and a tentative agenda gives each player an idea of how thing are going to go during the negotiation.

This is not going to stop the conflict that may arise during the negotiation, however, with the foundation in place, proactive measures will be taken to get back on track or deal with the conflict. Describe an event that would cause damage to the level of trust during negotiation and explain the actions you would take to repair the trust and maintain positive relationships with the negotiating parties. There are many different events that can cause damage to the level of trust during a negotiation.

One of the most obvious reasons I find for damaging trust is being deceptive. During negotiations, many negotiators tend to be dishonest to get their desired outcomes. Although many times this does work, often it surfaces and causes negotiations to become heated and ultimately stop. An example of this is negotiating with a salesman at a used car lot. The salesman tells you this is a perfect car with no problems and free of any accidents. You return home and conduct a VIN check of the vehicle, which states it was involved in a rear end collision.

At this time when you return and negotiate a price, you are going to feel betrayed and even upset. This will either cause you to stop negotiations or get heated with the salesman, which can lead to something worse. If I were the salesman, I would recognize that I got caught. I would take full responsibility for being dishonest and express a sincere apology. I would offer a reasonable price for the vehicle, and at the same time express my understanding if they don’t want to do business here with this company and me.

Shortly after the incident, I would send an apology card to their residence, which would show my sincerity. Knowing that trust re-building is a extremely slow process, I would hope that one would accept my sincere apology and consider not bashing me too much in the future. Explain why you think these actions would be effective. It is important to understand that there is no guarantee in the effectiveness of the trust building phase. One must recognize that there are one-time negotiations; therefore the other party doesn’t have to return.

In the example provided in the previous question, the prospective buyer never has to do business with them again. The seller is the one who needs to make right before his reputation gets further tarnished. He may have lost the initial business; however the one buyer’s voice can reach out to thousands. This can cause the business to lose more business and possible go out of business if this issue doesn’t get addressed. If the salesman is capable of stepping up to the plate and take full responsibility for his actions, the buyer is more likely to respect the fact that he owned up to it.

This may put a halt to the buyer discrediting the business. Ultimately if this matter is effectively addressed, the company may stay in business and possibly change their ethical strategy in selling cars. References Lewicki, R. J. , & Saunders D. M. , & Barry, B. (2011). Essentials of Negotiation: (5th  ed. ). New York, NY: McGraw-Hill Companies Inc. Lewicki, R. J. , & Saunders D. M. , & Barry, B. (2011). Negotiations: Readings, Exercises, and Cases: (6th  ed. ). New York, NY: McGraw-Hill Companies Inc.


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