(Mt) – Analysis and Coaching Recommendations for Executive Leadership Paper

WCM 510 Final Project Guidelines and Rubric Overview The final project for this course is the creation of an analysis and negotiation coaching recommendations for executive leadership (in either paper or presentation format), which the chief human resources officer (CHRO) can read to prepare for the negotiation. The final product represents an authentic demonstration of competency because it is a task that you may be asked to complete in the workplace. The project is divided into two milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final submissions. These milestones will be submitted in Modules Three and Six. The final product will be submitted in Module Ten. In this assignment, you will demonstrate your mastery of the following course outcomes:      Assess the sources and uses of power using an organizational negotiator’s lens in identifying alternatives for effectively engaging with organizational stakeholders Analyze negotiation practices for determining the influences of differing organizational cultures Apply principled negotiation methods in identifying opportunities for agreement that address the integrative interests of organizational stakeholders Differentiate between overt and tacit communications styles and practices for their implications on effective negotiations with organizational stakeholders Determine appropriate negotiation tactics and gambits that advance a distributive negotiating agenda with organizational stakeholders Prompt For your final project you will place yourself in the role of an HR professional at Netflix, asked to prepare the chief human resources officer (CHRO), Sharon Slade, for a possible severance negotiation involving a departing executive, Alice Jones. Your task is to create analysis and negotiation coaching recommendations for executive leadership (in either paper or presentation format), which the CHRO can read to prepare for the negotiation. You will review three resources listed below that provide background information about the Netflix organizational culture, performance expectations, and its unique approach to defined policies and procedures. (Relative to other companies, it has very few policies and procedures.) These resources are: 1. Library Article: How Netflix Reinvented HR 2. Article: The Woman Behind the Netflix Culture Doc 3. Presentation: Netflix Culture: Freedom & Responsibility You will also review profiles and case study background information for the CHRO, Sharon Slade, as well as the executive, Alice Jones, who may be terminated. These profiles, the case study background information and the three resources about Netflix provide the content of the case study necessary to complete the final project. (Note: While this case study is based on a real company, the people and the scenario presented are fictional.) Profile and Case Study Background Information: Sharon Slade—Chief Human Resources Officer at Netflix Profile: Sharon Slade Sharon Slade is the chief human resources officer (CHRO) at Netflix. She has been in her role at Netflix for three years, having been recruited from General Electric, where she worked as the vice president of human resources. Sharon rose in through the ranks in human resources at GE, and was instrumental in helping design, implement and manage the GE performance and development process, which used what was called a vitality curve. In summary, the vitality curve was a modified bell curve, using a 20-70-10 percentage. All professional employees were force-ranked by their individual performance against set goals and objectives each year. The top 20 percent of the workforce was identified as the best performers and were rewarded very well for their outstanding performance. The 70 percent majority was deemed as performing their job adequately; the employees ranked in the bottom 10 percent were identified as low producers and were terminated at the end of each year. The program soon gained the nickname as the “rank and yank” performance process. 1 Sharon accepted the CHRO job with Netflix as she saw its organizational values as fairly well aligned with her personal values and work ethic, several of which are as follows:         You accomplish amazing amounts of important work. You learn rapidly and eagerly. You say what you think even if it is controversial. You make tough decisions without agonizing over them. You care intensely about Netflix’s success. You are known for candor and directness. Adequate performance is not good enough; adequate performance gets you a generous severance package. Netflix is like a pro sports team. We hire, develop, and cut team members smartly, so we have stars in every position. 2 1 http://www.stratoserve.com/2011/05/jack-welch-ges-4-p-and-one-e-curve.html http://docslide.us/documents/jack-welch-vitality-curve.html 2 McCord, P. (2014). How Netflix reinvented HR. https://hbr.org/2014/01/how-netflix-reinvented-hr/ar/1 The Woman Behind the Netflix Culture http://firstround.com/review/The-woman-behind-the-Netflix-Culture-doc/ Netflix Culture: Freedom and Responsibility (PowerPoint presentation) http://www.slideshare.net/reed2001/culture-1798664 Case Study Background Information Employees describe Sharon as a fair but firm—a “tough cookie”—who can hold her own in almost any setting. Employees fully understand she expects everyone on the Netflix team to give 110% of their talent and effort to achieve their goals and objectives, and she has little tolerance for those who fail to deliver on their objectives while citing excuses for why they failed. Sharon expects employees to proactively see where they are failing in their performance and develop an action plan to get themselves back on track and stay on track. Sharon has asked you to assist her in developing recommendations for a discussion with Alice Jones, a managing director at Netflix. Last year Alice’s department was reorganized to refocus on growth, as the competition for on-demand entertainment increased significantly. The Netflix operations vice president expects Netflix to be number one in all on-demand entertainment categories, and reorganized its operations to aggressively attain this goal. Sharon acknowledges that Alice was a very good performer at Netflix for several years, but also knows her performance is faltering in this new aggressive growth model. Profile and Case Study Background Information: Alice Jones—Operations Director at Netflix Profile: Alice Jones Alice Jones is an operations director at Netflix, a role that she has held for the past two years. Alice started at Netflix 10 years ago and did very well in all her previous roles. As a result, she was a rising star at Netflix. Last year Netflix was facing significant challenges in the highly competitive on-demand entertainment industry. Her department was reorganized and a new executive was brought in over her to lead the newly formed division. Case Study Background Information Alice was upset that she was not selected for the new role as executive to lead the newly reorganized division, since she felt she had “earned her stripes” at Netflix and deserved to be promoted into this new role. Alice initially resented her new boss, Jane Smith, who was an external hire from a Fortune 500 company, has a track record as a transformational leader in her previous firm, and has experience in driving major change. Alice has to admit, however, that her new boss brings a lot of passion to the job, where she is driving significant change in the new division. Alice sees how the changes have improved the division’s performance numbers. Jane Smith has begun having detailed discussions with Alice regarding her low performance numbers. She recognizes that Alice performed well for 10 years at Netflix, and that she is talented and completely devoted to the company. Because of this, Jane went out on a limb and placed Alice on a performance improvement plan (PIP), a practice at odds with the Netflix culture. Alice feels Jane recognizes her value to the company. Alice is concerned that Jane has placed her on a performance improvement plan (PIP), but understands that she has three months to turn her performance around or she will likely be terminated. Alice feels like the PIP is justified and her working relationship with Jane has become constructive. She is appreciative of the opportunity to improve her performance and keep her job. Sharon Slade has set up an appointment with Alice in two weeks about her future at Netflix. Alice is only one month into her PIP but has been working hard on meeting its goals. She is nervous about the meeting with Sharon because she knows Sharon was not in favor of the PIP since this approach runs counter to the Netflix culture. Specifically, your analysis and negotiation coaching recommendations for executive leadership must address the following critical elements: I. Summary. The purpose of this section is to prepare the chief human resources officer for entering the arena of this particular negotiation. Be sure to: A. Summarize the negotiation fact pattern the chief human resources officer (CHRO) would need in advance of the negotiation. B. Describe the types of power (positional, information, reward, coercive, social, charismatic) the CHRO has and how they are important to this particular negotiation. C. Describe appropriate alternatives that the CHRO would want to consider in the event that an agreement is not reached. In other words, what is the CHRO’s BATNA? Does s/he have more than one? II. Cultural Analysis Overview A. What inferences can you draw about the company’s organizational culture based on how it reacts to an employee leaving? Support your reasoning with specific examples. B. Describe what cultural assumptions drive the organization’s policy decisions. Support your response with examples. C. Explain how you would use these assumptions to engage in a severance negotiation that would result in the most beneficial outcome for the company. Support your explanation with effective examples. III. PIOC Analysis Overview A. Formulate appropriate phrasing for the CHRO’s opening remarks that separate the people from the problems. Your phrasing must be based on principled negotiation practices. B. Identify case-specific negotiating positions and rephrase them as interests. For example, you could use a table to illustrate each position and the appropriate rephrased interest (one row per position-interest). C. Recommend options that can appropriately address the parties’ integrative interests. Feel free to consider potential creative options that may not be as common. D. Identify objective criteria that can be used to measure distributive elements of the negotiation. Explain the reasoning for your choices. IV. Communication Strategies A. Identify examples of effective overt communication that could be used in this negotiation. Explain the reasoning for your choices. For example, when hearing a proposal from the executive that would be risky from a human resources perspective, how would you respond? Why? B. Identify situations where tacit communication is important to this negotiation. Provide examples of how you might use such communication in upcoming meetings. For example, if you are making an offer to the executive, what non-verbal cues can you provide to let him/her know the offer is final and you would not be open to negotiating further? C. Contrast the benefits and risks of using overt and tacit communication methods with respect to this negotiation. For example, might one particular method be more appropriate than the other? Why? V. Negotiation Tactics and Strategies A. Summarize potential negotiating gambits that could advance a distributive negotiating agenda in this situation. For example, what might you say to persuade the other party to stop asking for concessions? B. Recommend which specific gambits would be most appropriate for advancing your agenda in this negotiation. Explain your reasoning. C. What tactics would you advise the negotiator to avoid in this case? Explain your reasoning. Milestones Milestone One: Summary and Cultural Analysis Overview In Module Three, you will submit a draft of Section I: Summary and Section II: Cultural Analysis Overview of the final project. You will submit this draft to your instructor for review and feedback. This milestone will be graded with the Milestone One Rubric. Milestone Two: People, Interests, Options, Criteria (PIOC) Analysis Overview and Communication Strategies In Module Six, you will submit a draft of Section III: People, Interests, Options, Criteria (PIOC) Analysis Overview and IV: Communication Strategies of the final project. This milestone will be graded with the Milestone Two Rubric. Final Submission: An Analysis and Negotiation Coaching Recommendations for Executive Leadership In Module Ten, you will submit your final project. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course. This submission will be graded with the Final Project Rubric (below). Final Project Rubric Guidelines for Submission: Your analysis and negotiation coaching recommendations for executive leadership paper should be 6–8 pages, double-spaced, using 12-point Times New Roman font and APA 6th edition format. You also have the option of submitting your analysis and negotiation coaching recommendations for executive leadership as a presentation with 14–16 slides accompanied by speaker notes. Your presentation should be of professional quality and use APA 6th edition format. Critical Elements Exemplary (100%) Summary: Negotiation Meets “Proficient” criteria and Fact Pattern summary offers keen insight into [WCM-510-01] what might happen in the negotiation Proficient (90%) Summarizes the negotiation fact pattern the CHRO would need in advance of the negotiation Needs Improvement (70%) Summarizes the negotiation fact pattern the CHRO would need in advance of negotiation, but summary is verbose or lacks necessary detail Summary: Types of Meets “Proficient” criteria and Describes the types of power the Describes the types of power the Power makes especially cogent CHRO has and how they are CHRO has and how they are [WCM-510-01] connections between the types important to the particular important to the particular of power the CHRO has and the negotiation negotiation, but description is negotiation cursory or contains inaccuracies Summary: Appropriate Meets “Proficient” criteria and Describes appropriate Describes alternatives that the Alternatives described alternatives offer keen alternatives that the CHRO would CHRO would want to consider in [WCM-510-01] insight into what might happen in want to consider in the event the event that an agreement is the negotiation that an agreement is not reached not reached, but description is cursory, contains inaccuracies, or alternatives are not appropriate Cultural Analysis: Meets “Proficient” criteria and Determines what inferences can Determines what inferences can Organizational Culture examples provided make be drawn about the company’s be drawn about the company’s [WCM-510-02] particularly cogent connections organizational culture based on organizational culture based on between the company’s reaction the company’s reaction to an the company’s reaction to an and organizational culture employee leaving, supporting employee leaving, but reasoning with specific examples determination is illogical, or does not support reasoning with specific examples Cultural Analysis: Meets “Proficient” criteria and Describes what cultural Describes what cultural Cultural Assumptions examples provided demonstrate assumptions drive the assumptions drive the [WCM-510-02] keen insight into the influence of organization’s policy decisions, organization’s policy decisions, cultural assumptions on supporting response with supporting response with organizational policy decisions examples examples, but description is cursory, contains inaccuracies, or contains gaps in support Not Evident (0%) Does not summarize the negotiation fact pattern the CHRO would need in advance of the negotiation Value 6.4 Does not describe the types of power the CHRO has and how they are important to the particular negotiation 6.4 Does not describe alternatives that the CHRO would want to consider in the event that an agreement is not reached 6.4 Does not determine what inferences can be drawn about the company’s organizational culture based on the company’s reaction to an employee leaving 6.4 Does not describe what cultural assumptions drive the organization’s policy decisions, supporting response with examples 6.4 Cultural Analysis: Meets “Proficient” criteria and Severance Negotiation examples provided demonstrate [WCM-510-02] keen insight into how cultural assumptions in severance negotiations can be beneficial for the company Explains how assumptions could be used to engage in a severance negotiation that results in the most beneficial outcome for the company and supports explanation with effective examples PIOC Analysis: CHRO’s Meets “Proficient” criteria and Opening Remarks phrasing demonstrates an astute [WCM-510-03] ability to separate people from problems with principled negotiation tactics Formulates appropriate phrasing, based on principled negotiation practices, for the CHRO’s opening remarks that separates the people from the problems PIOC Analysis: CaseSpecific Negotiating [WCM-510-03] Meets “Proficient” criteria and rephrasing demonstrates keen insight into case-specific negotiating positions PIOC Analysis: Integrative Interests [WCM-510-03] Meets “Proficient” criteria and Recommends options that can recommendations demonstrate a appropriately address the parties’ sophisticated approach to integrative interests addressing integrative interests PIOC Analysis: Objective Criteria [WCM-510-03] Communication Strategies: Overt Communication [WCM-510-04] Meets “Proficient” criteria and explanation makes especially cogent connections between objective criteria and distributive elements Meets “Proficient” criteria and reasoning offers keen insight into what makes overt communication effective in different circumstances Identifies appropriate casespecific negotiating positions and rephrases them as interests Identifies objective criteria that can be used to measure distributive elements of the negotiation, explaining reasoning for choices Identifies examples of effective overt communication that could be used in the negotiation, explaining reasoning Explains how assumptions could be used to engage in a severance negotiation that results in the most beneficial outcome for the company and supports explanation with examples, but explanation is cursory, contains inaccuracies, or examples are not effective Formulates phrasing for the CHRO’s opening remarks based on principled negotiation practices, but phrasing is not appropriate or logical, or does not separate the people from the problems Identifies negotiating positions and rephrases them as interests, but some positions are inappropriate or are not casespecific Recommends options that can address the parties’ integrative interests, but some recommendations are illogical or inappropriate Identifies criteria that can be used to measure distributive elements of the negotiation, but not all criteria are objective, or does not explain choices Identifies examples of overt communication that could be used in the negotiation, explaining reasoning, but not all examples are effective for the given situation, or reasoning is cursory or illogical Does not explain how assumptions could be used to engage in a severance negotiation that results in the most beneficial outcome for the company 6.4 Does not formulate phrasing for the CHRO’s opening remarks 4.8 Does not identify negotiating positions and rephrase them as interests 4.8 Does not recommend options that can address the parties’ integrative interests 4.8 Does not identify criteria that can be used to measure distributive elements of the negotiation 4.8 Does not identify examples of overt communication that could be used in the negotiation, explaining reasoning for choices 6.4 Communication Strategies: Tacit Communication [WCM-510-04] Communication Strategies: Benefits and Risks [WCM-510-04] Negotiation Tactics and Strategies: Potential Gambits [WCM-510-05] Negotiation Tactics and Strategies: Specific Gambits [WCM-510-05] Negotiation Tactics and Strategies: Tactics [WCM-510-05] Articulation of Response Meets “Proficient” criteria and examples offer keen insight into the role of tacit communication in the negotiation Identifies situations where tacit communication is important to the negotiation and provides examples of how such communication might be used in upcoming meetings Identifies situations where tacit communication might be used in the negotiation and provides examples of how to do so, but not all situations and examples identified are important to the negotiation, involve tacit communication, or are relevant for the given situation Meets “Proficient” criteria and is Contrasts the benefits and risks Contrasts the benefits and risks exceptionally insightful about of using overt and tacit of using overt and tacit how overt and tacit communication methods with communication methods, but communication can be both respect to the negotiation contrast contains inaccuracies, or beneficial and risky in is not done with respect to the negotiations negotiation Meets “Proficient” criteria and Summarizes potential negotiating Summarizes potential negotiating summary offers keen insight into gambits that could advance a gambits that could advance a how potential negotiating distributive negotiating agenda in distributive negotiating agenda, gambits could advance a the situation but summary is verbose, lacks distributive negotiating agenda necessary detail, or gambits are not specific to the situation Meets “Proficient” criteria and Recommends which specific Recommends specific gambits for explanation makes especially gambits would be most advancing agenda in this cogent connections between appropriate for advancing agenda situation, explaining reasoning, specific gambits and the in this negotiation, explaining but not all gambits are negotiation reasoning appropriate, or reasoning contains gaps in logic Meets “Proficient” criteria and Determines which tactics the Determines which tactics the explanation offers keen insight negotiator should avoid in this negotiator should avoid and into why the negotiator should case and explains reasoning explains reasoning, but response avoid certain tactics is cursory, illogical, or is not relevant for the given situation Submission is free of errors Submission has no major errors Submission has major errors related to citations, grammar, related to citations, grammar, related to citations, grammar, spelling, syntax, and organization spelling, syntax, or organization spelling, syntax, or organization and is presented in a professional that negatively impact readability and easy-to-read format and articulation of main ideas Does not identify situations where tacit communication might be used and provide examples of how to do so 6.4 Does not contrast the benefits and risks of using overt and tacit communication methods 6.4 Does not summarize potential negotiating gambits that could advance a distributive negotiating agenda 6.4 Does not recommend specific gambits for advancing agenda in this situation, explaining reasoning 6.4 Does not determine which tactics the negotiator should avoid and explain reasoning 6.4 Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas Total 4 100% Running head: FINAL PROJECT MILESTONE Final Project Milestone 1 Name Southern New Hampshire University August 29, 2019 1 2 FINAL PROJECT MILESTONE Summary Negotiation Fact Pattern The aim of every negotiation is always to reach a mutual agreement. According to Shell (2006), the mutual agreement can be attained by understanding the issues on the participating parties. The ZOPA and BETNA guide the negotiating parties to come into a common ground. Zone of Possible Agreement (ZOPA) exists when the possible agreement would benefit both parties more than the alternative options. When the parties have no negotiated agreement, they go for the alternative option. Therefore, the best possible alternative to a negotiated agreement exists when there is no negotiated agreement. The negotiation fact patterns are essential for the Chief human resources officer (CHRO). The CHRO require negotiation to get the top-rated employees in the organization at a reasonable cost, which will not negatively impact the organization. The CHRO needs to negotiate a good deal while considering the organization skills at fast. The CHRO negotiation fact pattern involves negotiations between CHROs themselves and the public to obtain the top-performing employees for the company. The negotiation requires the CHRO to understand the organization practices and values. Impeccable negotiators need to be knowledgeable about what they want, and what the negotiating party needs. They should also need to understand their disadvantage, what they want to give away, and their walkaway threshold. Without the understanding of all the above mentioned, the negotiator is prepared to fail. Types of Powers and How They Are Important Positional power arises due to the CHRO position that Sharon Slade holds. Some of the powers that the CHRO holds include reward power, legitimate power, and dismissal power. To FINAL PROJECT MILESTONE 3 hold this power, an individual need to understand the skills, values, and salary that an organization can require to succeed. Secondly, the CHRO possesses informational power. Information power arises as a result of the information that the CHRO holds. Ideally, the CHRO possesses critical information about the company, which includes technical competence requires and rewards knowledge. Also, the CHRO possesses rewarding power. The rewarding power arises when the CHRO influences the bargaining decision while hiring top-performing employees to work for the negotiation from other organization. Rewarding power includes salary increment, benefits, promotions, and so on. The coercive power involves the CHRO power to force the employees to follow the organization values by threatening them. For instance, the CHRO may threaten the non-performing employees for the dismissal. Social power exists when the CHRO controls the employees’ behavior through social interaction. The CHRO uses social power to make employees behaviors to complement the Netflix value system. Charismatic power exists when CHRO allows the employees to do what they want, but it should remain at the best interest of the Netflix company. The employees should promote respect for whatever they do. The CHRO uses this power to influence the employees’ behaviors positively. Appropriate Alternatives When the negotiation proves unsuccessful to the organization, the CHRO should consider third party mediation as the appropriate alternative. The third-party tries to make the two disagreeing parties find a solution on the underlying issue. The third-party negotiation encourages both parties to participate in the process actively. 4 FINAL PROJECT MILESTONE Cultural Analysis Overview Cultural Analysis Netflix has adopted an effective organizational culture that cultivates excellence. The organization has adopted a no vacation policy and the philosophy of which allows the employees to take as much as they can but putting Netflix interest first. Netflix employs an ‘A players’ in the organization instead of a perk of subpar performers. Netflix has created and sustains the environment of excellency, and the non-performing employees can leave and find somewhere else. The company does not send the sub-performing employees away, and it let them get aware of why they are leaving, and they are sent with an excellent severance package. This indicates that Netflix understands and acts at the employees’ best interests (McCord, 2014). Cultural Assumptions That Drive the Organization’s Policy Decisions Netflix has adopted various cultural decisions which drives the organizational cultural decision. The cultural Assumptions that the organization has put in place drive Netflix policy decisions. First, the organization is driven by the excellency, and the organizations are expected to super performers. The employees who are found to be underperforming are let go by the organization. The organizations eliminated formal reviews. Netflix has developed better analytics to measure the employees’ performance. Based on the performance, the organization makes the decision to let him or her go or remain working. Using performance metrics, the organization discovered that Maria, who was a quality engineer performance, did not align as per requirements, and she was let go. Also, organization managers use ‘Keeper tests’ to assess their workers. This helps the organization capture employees who are super performers, but their skills are required in the organization. For instance, Alice was a superb worker, but her skills did FINAL PROJECT MILESTONE 5 not match the organization changing needs. Therefore, she was discharged from duty and given good severance pay. Severance Negotiation It is necessary for both the employer and employee to evaluate the likely outcome of talking about the severance package. If the employees feel treated unfairly, they are likely to suit the organization and seek their fairness through litigation. The chief human’s resource and the employees need to negotiate for a fair severance package considering the interests of both the employees and the organization. Indeed, the employees feel discomfort while leaving the organization, but the best generous thing that the management can do is to offer them a fair severance package. When negotiating, CHRO needs to be knowledgeable about what they want and what the negotiating party needs. They should also need to understand their disadvantage, what they want to give away, and their walk-away threshold. 6 FINAL PROJECT MILESTONE References Hastings, R., & McCord, P. (2009). Netflix culture: freedom and responsibility. Cited on the internet, 12, 2014 Shell, G. R. (2006). Bargaining for advantage: Negotiation strategies for reasonable people. Penguin. McCord, P. (2014). How Netflix reinvented HR. Harvard Business Review, 92(1), 71-76. Secondary Sources 7 points Incorporates some concepts and theory from course material; integrates some secondary resources throughout the body paragraphs to support ideas and claims but integration is cursory or secondary resources are inappropriate Running Head: PIOC ANALYSIS AND COMMUNICATION STRATEGIES Milestone Two: PIOC Analysis and Communication strategies Name Southern New Hampshire University September 22, 2019 1 PIOC ANALYSIS AND COMMUNICATION STRATEGIES CHRO’s Opening Remarks Every negotiation consists of the people engaged in the negotiation and the problem the parties intend to tackle. Separating the people from the problem at hand is a valuable skill. If we turn our negotiating partner into an adversary, we gravitate towards losing focus of the primary objective of solving the problem. Afterwards anything that one side says concerning the issue appears to be aimed personally at the negotiating counterpart. Consequently, each party become guarded, reactive, and may even completely disregard the other negotiator’s valid interests. Delinking the goal to sort out the problem from our dislike, or perhaps even hatred, of the counterpart leads to more productive conversation in attaining an agreement that is in our best interest (Fisher & Ury, 2011). The two are separated by not assuming intentions based on our fears, openly discussing each negotiator’s perceptions, and acting differently from expected to address assumptions that the counterpart may have about you. These steps aid in collaboratively realizing solutions that serve all individuals taking part in the negotiation. Position and Interests Table 1 presents case-specific examples of positions and their corresponding interests that underlie the stands. Table1 Examples of Positions and their Corresponding Interests Positions Interests Jones wants to start on the project one month Finishing the project on time. early. 2 PIOC ANALYSIS AND COMMUNICATION STRATEGIES We require free delivery of the merchandise. 3 The pressure of staying within the available budget. I want a one-month extension on completing Two key employees are on vacation and the the project. remaining workforce may not meet the deadline. The original deadline stands, and you cannot Sticking to the original schedule in order to get a on one-month extension. finish the project in time. I need a $ 5,000 pay increase. Gain recognition of my fine work and raise the living standards of my growing family. I want the price of the specialty equipment We’re under pressure to reduce costs and reduced by 15%. improve profits. Integrative Interests The positions and interests listed above may be tackled as follows. Jones concerns on finishing the project in time may be addressed by hiring additional staff if altering the original timeline is problematic for the counterpart. Second, the interest to stay within the budget by requiring free delivery may be unpalatable to the other side but offering a 10% discount instead may please both parties. Third, concerns of overworking the staff due to colleagues being on vacation could be dealt in two possible ways. Either transfer personnel from other departments/projects whose current workload is lower and whose schedule isn’t as tight or approving budget for overtime compensation and additional support. Fourth, the desire for an employee’s better family living by demanding a $ 5,000 pay increase may be handled by reducing the increase to say $ 2,000 but alternatively providing benefits such as health insurance PIOC ANALYSIS AND COMMUNICATION STRATEGIES 4 cover and annual bonusses. Finally, the interest of reducing costs and raising profit margins by requesting a 15% lowering of specialty equipment may be unacceptable to the supplier. However, the seller could provide free training on use of the equipment resulting in more efficient and effective use thus raising productivity and cutting costs of over-time hours. Objective Criteria Though integrated and distributive bargaining are viewed as opposing sides, the dual is not mutually exclusive. The joint value created by the negotiation must be shared somehow. This is where the two intersect. The criteria for sharing the outcomes of the negotiation are based on equity and fairness (Spangler, 2003). As such all proceeds will be shared depending on the respective proportion of inputs by each side. To make these criteria possible, each negotiator must produce prove of costs incurred directly executing the agreement. Such evidence must be in good faith, up-to-date, verifiable, and persuasive enough even to a neutral third party. Communication Strategies Overt communication is the verbal interchange between negotiators. The effectiveness of verbal communication is in the capacity to put out thoughts in a logical order using proper syntax, semantics, and style. Therefore, one should do adequate preparation in having proposals and offers noted down, brainstormed with colleagues on the problem, and rehearsing on how to present concepts (Opresnik, 2014). Failure to prepare is setting out to fail. Furthermore, it is advisable to choose an eloquent person who can accurately and concisely articulate his/her thoughts to represent the firm in the negotiations. Conversely, tacit communication is a communication style of the unspoken, inferred, and implied. It includes anything that is not words. Some example of non-verbal communication to PIOC ANALYSIS AND COMMUNICATION STRATEGIES 5 use in the negotiations are keeping time, meeting deadlines, and utilizing time efficiently. These show responsibility and respect of the other person’s interest (Spangler, 2003). Additionally, the setting should be formal such as sitting on opposite sides of the table to maintain appropriate space and distance between individuals and dressing officially. Kinesics too including up-right sitting posture and placing hands in view show composure and controlled behavior. Understanding social/cultural manners and convections such as a firm handshake is particularly important in the pre-negotiation phase. There are several advantages and risk of applying both overt and tacit communication in negotiations. It’s vital to identify these factors since their benefits could positively impact negotiation while the risks may negatively affect the deal. One should be careful when using overt communication by not offending the other person and logically presenting your ideas and the reasoning behind them (Shell, 2006). Standard us of language while avoiding regional phrases are critical to avoid misunderstandings. Likewise, tacit communications may be misinterpreted to signify something else different from the intended meaning. For instance, time efficiency in the interest of brevity may be misconstrued as impatience or displeasure of current company. Nevertheless, if used properly, they reinforce overt communication by making spoken words more impactful. PIOC ANALYSIS AND COMMUNICATION STRATEGIES 6 References Fisher, R. & Ury, W. (2011). Getting to yes: Negotiating agreement without giving (3rd ed.). New York, NY: Penguin Books. Shell, G. R. (2006). Bargaining for advantage: Negotiation strategies for reasonable people. Penguin. Spangler, B. (2003). Integrative or interest-based bargaining. Retrieved from https://www.beyondintractability.org/essay/interest-based-bargaining Opresnik, M. O. (2014). The hidden rules of successful negotiation and communication: Getting to yes! [Skillsoft Books24x7 version]. Retrieved from http://common.books24x7.com/toc.aspx?bookid=76725 Milestone 2 comments PIOC Analysis: Case-Specific Negotiating 8.4 points Identifies negotiating positions and rephrases them as interests, but some positions are inappropriate or are not case-specific PIOC Analysis: Integrative Interests 8.4 points Recommends options that can address the parties’ integrative interests, but some recommendations are illogical or inappropriate PIOC Analysis: Objective Criteria 8.4 points Identifies criteria that can be used to measure distributive elements of the negotiation, but not all criteria are objective, or does not explain choices

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