Inter-functionalization

Introduction

Throughout our professional and personal lives, we often face either formal
(discussing the educational terms, price bargaining in shops, and engaging instructors) or
informal negotiations (persuading toddlers to eat peas, working out conflicts with our fellow
students and co-workers, and in business environment convincing clients to pick deliveries.
Most people still dread negotiations with all these activities circulating with no insights that
their daily activities circulate within the negotiation concept. According to Rodger Fisher
(seminal book of Negotiation), he reported from his research that everybody in belief or no
belief is a negotiator. Negotiation is, therefore, the back-and-forth communication that is
designed to reach an agreement when two parties of distinct ideologies but the same interest
create a conflict of interest. It can also be defined as the inter-personal decision-making
process that is of great significance whenever an objective cannot be achieved single-
heartedly. This paper goes deep into negotiation critique analysis to discover the best
negotiation procedures attributed to an elaborate agreement accepted by both conflicting
parties. It further analyses the basic concepts/principles of negotiatio9ns therein.

Negotiation Principles

Negotiating is a skill used daily, not just in boardrooms of major companies but also
in schools, students, staff, and even home. According to negotiating theory, one should
concentrate on interests rather than positions; distinguish inventing from committing; pose a
lot of "What if?" questions; rely on realistic criteria; and aim to establish nearly self-
enforcing agreements (Pedersen et al., 2020). Even though Negotiation is typical, it has a
mostly negative connotation, and many people hate having to negotiate. This is due to the
common belief that negotiators always want the opposite result.

Whether you're negotiating for yourself or on behalf of someone else, knowing the
ethics and negotiation rules can be beneficial. Each ethical situation will have its twists and
nuances, but there are a few principles that negotiators should keep in mind when negotiating.
The presumption of false disagreement applies to the notion that negotiators are at odds with
one another. Negotiation should not be a struggle or a continuous compromise, and a basic
understanding of certain fundamental principles will open up opportunities for mutual
advantage. It is entirely to learn the basic negotiation principles that are ethical for useful
negation, as discussed below for all our negotiators.
Legitimacy
Legitimacy refers to the right and recognition of authority. In other words, if anything
seems to be "the rule," people are more likely to obey. Understanding the influence of
credibility as a negotiator is important (Menkel-Meadow et al., 2020). If we suggest the other
side during a negotiation, they would think they have the right to come back and negotiate
with us on that proposal. Instead of proposing, however, a document describing the proposal's
reason is presented to the other side; the other side will almost always feel that this is no
longer a negotiable issue. Following an understanding of how legitimacy carries a great deal
of power, negotiators must consider how this power can make the next Negotiation more
effective.
One thing to note is that during a negotiation if we create a proposal for the other side
that they consider as a custom development only for them during a negotiation, they would be
able to enter into a negotiation with you about the specifics of your proposal (Mamo et al.,
2020). They see each part of your proposal as just that: your opinion, which is subject to
change. However, if you approach them with a formal-looking proposal and state that this is
the usual way you deal with this type of scenario instead of making a custom proposal for

them, the power of authority will suddenly come into play. The other side will be reluctant to
make any changes to your proposal.
Many of our negotiating decisions are motivated by our desire for a valid or fair deal.
If you think the other party is taking advantage of you, you are more likely to refuse their bid,
even if it leaves you in a stronger position objectively. To be successful in negotiations, we
must make suggestions that others would consider legitimate and rational.
Interests
Interests are described as the worries, aspirations, desires, and needs that motivate our
actions and underpin our negotiating positions. We enter negotiatio


Place your order