I need to respond to two of my peers

In response to your peersâ?? posts, recommend ways in which information sharing can be used to expand the ZOPA. Engage your peers in a meaningful discussion on the module topics. Use at least one scholarly reference.
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Negotiation Process
James Crookham posted May 30, 2018 2:31 PM
Information exchange between negotiating parties is essential and it is imperative that the
information provided be as correct as possible. Either side should expect the other to be
somewhat restrictive in what they offer up, as neither side typically wants to show all of their
vulnerabilities or disclose their business strategy.
Maude (2014) states in our textbook that there are cultural differences that would clue
negotiations into what level of information is expected to be received, depending on who they
are negotiating with. Western Europe and North Americans are more direct in getting facts and
figures to dig in and analyze whereas negotiators from high context cultures like Asia and the
Middle East might have to be more indirect in getting their information. Being too direct in
requesting information might have the negotiators come off as rude or insulting (Maude, 2014).
Trade offs in negations give the negotiators some leverage in giving and taking from their
desired outcome. Basically coming in high and then showing some leeway in the discussions
by coming down on your own deliverables in exchange for something gained from the other
party.
Trade-offs can be as simple as lowering the sale price in exchange for the buyer taking on costs
of shipping, transferring risk of shipping damage, shortening warranty periods, or many other
easy items to negotiate. In constructing a wind park, the supplier and buyer make many tradeoffs to ensure the project meets cost and schedule; and then at the end there is an exchange of
liquidated damages, in transportation repair costs, and other things that get swapped as tradeoffs to satisfy both supplier and buyer; which encourages both to do business together again.
An important part of negotiation is trust. Changing contract conditions frequently or without
fair reciprocity can create conflict that can quickly escalate terse situations (Harvard, 2012).
Negotiations in the aeronautical market are very complex with international trade agreements,
tariffs, and restrictions in use of intellectual property. Airbus and Boeing have an adversarial
relationship and have been known to make tradeoffs in negotiations in order to win an order,
but also satisfy the many non-government and governmental agencies that are stakeholders in
the marketplace (Economist, 2005). When there is a competitive third party and many
regulatory agencies involved, trust between negotiators is important to ensure one does not get
set up blindly by the other to take on some burden.
The mechanism involved in trade-offs can be simple if agreed to before contract signing. After
that, change orders or a process that should have been laid out in the contract that provides both
parties some way to discuss redress, new developments, or missed items.
Maude, B. (2014). International business negotiation: Principles and practice. New York, NY:
Palgrave Macmillan.
Economist.
(June 1, 2005). Airbus
and
Boeing trade
blows.
Retrieved
from https://www.economist.com/node/4030631
Harvard (2012). Use Tradeoffs to Create Value in Integrative Negotiations. PON – Program on
Negotiation
at
Harvard
Law
School.
Retrieved
30
May
2018,
from

How to Use Tradeoffs to Create Value in Your Negotiations


Negotiation Process
Fiona Mathias posted May 31, 2018 9:24 AM
Global Negotiations is based very much on trust. We know information sharing describes the
exchange of data between various parties involved in an organization. Negotiations are more
fruitful when parties freely share information about their interests and goals. But that requires
trust, which may be in short supply at the bargaining table. (Brian Gunia, Jeanne Brett, & Amit
Nandkeolyar, 2014)
By ensuring effective information exchange a trust can be built between both parties to obtain
their respective goals. This information could pertain to anything from graphs, demographics,
financial information, and valuable data presentations. Such Negotiations seek to maximize the
resource pool and use information exchange as a mechanism for establishing trust,
understanding opponentsâ?? needs and preferences, retaining flexibility until the close of
negotiations. (Wilson & Putnam, 1990)
Below is a negotiation process model, that showcases the importance the role Tradeoffs place:
A trade-off is a balance that is achieved between two desirable parties; a compromise. To
narrow the risks when it comes to disagreements, concessions are necessary, a better term for
that would be tradeoffs. It is necessary for the party providing a trade off to receive an
equivalent amount for the reciprocated concession. Each negotiatorâ??s willingness to make
tradeoffs at the bargaining table depends, in many respects, on her expectations that her
tradeoffs will be met with equal, reciprocal moves. In integrative negotiations, where creating
value for yourself and your opponents trumps purely distributive motivations often found in
haggling negotiations, using tradeoffs to create value not only signals a negotiatorâ??s earnestness
for negotiated agreement, but also leads to more reciprocal moves on the part of her
counterpart. (Pon Staff, 2018)
Source:
Nandkeolyar, B. G. (2014, August 01). In Global Negotiations, It’s All About Trust. Retrieved
from https://hbr.org/2012/12/in-global-negotiations-its-all-about-trust
Wilson, S. R., & Putnam, L. L. (1990). Interaction goals in negotiation. Communication
Yearbook, 13, 374â??406
Use Tradeoffs to Create Value in Integrative Negotiations. (2018, May 24). Retrieved from

How to Use Tradeoffs to Create Value in Your Negotiations



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