Running head: REPEATED NEGOTIATION 1

Repeated Negotiation

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Repeated Negotiation

In the book “Organizational Behavior” by Stephen P. Robbins and Timothy A Judge,

negotiation can be defined as an imperative discourse that seeks to find a solution that is fine by

all parties involved (Robbins, & Judge, 2018 pg. 235). In negotiation, the parties focus on

reaching a consensus through compromise and not making selfish arguments. The goal is to

arrive at a situation of mutual benefit. However, negotiations also involve the concept of "give

and take," which essentially means that there will always be one party that gets the better deal of

the particular negotiation process.

The authors also outline the different types of negotiation. One of the types of negotiation

is the one illustrated in the case of Mario and Clinton. This is called integrative bargaining. It is a

type of negotiation whose strategies aim to attain a satisfying end to both parties (Robbins, &

Judge, 2018 pg. 236). The negotiation between Mario and Clinton qualifies as an integrative

negotiation because over the years both parties have aimed to benefit from each other in their

business needs. A good negotiation, like the one between Mario and Clinton, should leave both

parties satisfied and more willing to carry out more business together (Amistad, Dunlop, Ng,

Anglim, & Fells, 2018). The willingness of the parties involved in maintaining good working

environments as well as the desire to achieve a mutually acceptable and fair outcome are some of

the principles that should guide a good negotiation (Becker, & Curhan, 2018).

For the assured desirable outcome of a negotiation, it is essential that the parties follow a

properly structured means. They have to take the process step by step while at the same time

paying attention to factors that may affect the entire process in one way or another. Such factors

include the knowledge, attitude, and interpersonal skills of the parties. Attitudes affect how

parties to a negotiation relate to one another (Robbins, & Judge, 2018 pg. 238). The steps to be
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followed in negotiation are preparation, discussion, setting goals, negotiating for a mutual

outcome, agreeing, and finally executing the agreement. Before a negotiation begins, the parties

must agree on the time and venue of the meeting and state any other people expected to be in

attendance. After that, they should discuss the situation as each one views it and asks questions

about the same. The third step is usually to set goals. This step is important because it helps

parties to reach a common ground (Bagchi, Koukova, Gurnani, Nagaraja, & Oza, 2016). After

identifying the common objectives, the parties then make their bargains to reach a conclusion.

Continued good negotiations often led to desirable outcomes in the business between

Mario and Clinton as stated that they benefitted mutually from repeated negotiations (Aydoğan,

Fujita, Baarslag, Jonker, & Ito, 2018). This is due to several reasons. First of all, Mario and

Clinton are, as a result of the repeated negotiation, in good terms. Therefore, the likelihood of

conflicts arising between them in the future is significantly minimized (Robbins, & Judge, 2018

pg. 233). As such, both Mario and Clinton will keep enjoying their mutual benefits for a long.

This is because the only thing that will matter is if Mario's business succeeds.

Repeated negotiation also helps the parties deal with conflicts that may arise between

them over time. These may range from relationship, task or process conflicts that come up in the

course of doing business (Robbins, & Judge, 2018 pg. 228). For example differences arising

from prices set and issues to do with delivery dates. With repeated negotiation, parties are more

likely to reach an amicable solution to the various issues they may face in the course of the

particular business (Robbins, & Judge, 2018 pg. 234). For instance, in the case of Mario and

Clinton, the repeated negotiation will enable them to agree on things such as costs, considering

the interests of each one of them. A repeated negotiation also readily acts as a good basis upon

which the parties can be sure that the businesses they are involved in will keep succeeding and
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making more profits instead of failure and losses. Finally, with repeated negotiation, there is a

better value related to value and costs for both parties because nothing is imposed on them (Mell,

Lucas, & Gratch, 2015). The terms of business are always mutually beneficial as both parties

make thorough deliberations before coming to an amicable agreement.

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References

Mell, J., Lucas, G. M., & Gratch, J. (2015, May). An Effective Conversation Tactic for Creating

Value over Repeated Negotiations. In AAMAS (Vol. 15, pp. 1567-1576).

Aydoğan, R., Fujita, K., Baarslag, T., Jonker, C. M., & Ito, T. (2018, July). ANAC 2017:

Repeated multilateral negotiation league. In International Workshop on Agent-Based Complex

Automated Negotiation (pp. 101-115). Springer, Singapore.

Bagchi, R., Koukova, N. T., Gurnani, H., Nagarajan, M., & Oza, S. S. (2016). Walking in my

shoes: how expectations of role reversal in future negotiations affect present behaviors. Journal

of Marketing Research, 53(3), 381-395.

Becker, W. J., & Curhan, J. R. (2018). The dark side of subjective value in sequential

negotiations: The mediating role of pride and anger. Journal of Applied Psychology, 103(1), 74.

Amistad, C., Dunlop, P. D., Ng, R., Anglim, J., & Fells, R. (2018). Personality and integrative

negotiations: a HEXACO investigation of actor, partner, and actor–partner interaction effects on

objective and subjective outcomes. European Journal of Personality, 32(4), 427-442.

Robbins, S.P and Judge, A.T. (2018). Essentials of Organizational Behaviour. New York, USA