INTERNATIONAL UNIVERSITY OF EAST AFRICA(IUEA)

FACULTY OF BUSINESS AND MANAGEMENT

COURSE UNIT: MANAGING CONTRACTS RELATIONSHIP IN PROCUREMENT &
SUPPLY
YEAR: 3:1
LECTURER: PAULINE TWETEGYERIZE
BY
HENRY LAGU DRAGO
21/269/BPLM-M

Question 1. Discuss different characteristics of a good negotiator (20marks)

The below are characteristic of a good negotiator
A Good negotiator prepares

A good negotiator does indeed work. No matter what your experience or capability may be, you
simply must prepare. A good negotiator knows the issues likely to arise. She or he puts herself or
himself in the other party’s position and asks what types of concerns it might have. The
negotiator looks for possible options and responses. S/he investigates the facts: what type of
insurance is available to cover the liability in question; what is the going rate for a typical
overhead burden; what is the market for a termination fee. A good negotiator investigates beyond
the issues, and gets a feel for the people involved, their level of authority, and their backgrounds.
He should be aware of the very diverse things that can influence a negotiation. Personal emotion,
values, and culture have an impact, and it is important to have some understanding of those
currents
A good negotiator is perceptive:

A good negotiator is actively aware of what is going on at all times during the negotiating
process. There are many forms of communication emotion and body language, among others and
many forms of relations between people, tactics and approaches to problem solving. A good
negotiator perceives and reads these forms. A good negotiator is aware first and foremost of her
own character and style. Your style should be authentic, in the sense that it should be consistent
with your character

A good negotiator is patient:

Another characteristic of a good negotiator is patience. It is difficult for Americans in particular

to be patient. We tend to want to keep things moving and get on with it. This sometimes causes
the amazing spectacle of a person negotiating with himself. A party will table a number, a
position, an argument or a contract and before the other side meaningfully responds, the party
making the offer will revise it. In those situations, patience by the other side brings about a long
toboggan ride before the real negotiations even commence. A good negotiator knows that, and
will have the patience to wait for a meaningful response. After all, she can always disagree or
recalculate after she hears the reaction. A good negotiator will be patient both in communicating
his own position, and in listening to the position of the other side. He will listen much more than
he speaks. And when he does speak, he will ask much more than he tells.

Building Trust and Reputation:

Focus on Long-Term Partnerships: Transcend short-term gains by prioritizing building strong,
collaborative relationships with suppliers (Fisher, Ury, & Patton, 2011).
Demonstrate Genuine Respect and Desire for Win-Win Outcomes: Foster trust and open doors to
creative solutions by approaching negotiations with mutual benefit in mind (Mnookin, Peppet, &
Tulumello, 2010). Maintain a Positive Reputation for Fairness, Honesty, and Reliability: Secure
long-term benefits beyond the immediate negotiation by establishing a reputation for ethical
conduct (Weingarth, 2018).
Communication and Respect:
Engage in Active Listening: Understand the supplier's perspective and needs by truly paying
attention, not just hearing their words (Fisher et al., 2011).
Communicate Clearly and Concisely: Ensure the supplier understands your needs and rationale
by tailoring your communication and avoiding ambiguity (Weingarth, 2018).
Maintain Respectful and Tactful Communication: Foster collaboration and create a positive
environment for open dialogue by communicating respectfully, even during disagreements
(Lewicki, Barry, & Saunders, 2015).
Emotional Intelligence and People Skills:
Maintain Emotional Control: Project confidence and create stability by staying calm under
pressure and managing stress effectively (Weingarth, 2018).Build Rapport with the
Supplier: Foster trust and open doors to creative solutions by making the supplier feel
comfortable, valued, and heard (Mnookin et al., 2010).
Adaptability and Strategic Choice:
Go Beyond Textbooks: Recognize that real-world negotiations may require adapting your
approach based on market conditions, competition, and leverage (Mnookin et al., 2010). Employ
a Flexible Blend of Negotiation Styles: Be prepared to strategically use elements of both
principled negotiation (focusing on fairness) and positional bargaining (focusing on specific
offers) depending on the situation (Fisher et al., 2011).
Openness to Creative Solutions and Patience:
Think Outside the Box: Identify win-win solutions that address the needs of both parties by
exploring alternative options beyond just price (Lewicki et al., 2015). Practice Patience: Avoid
rushing negotiations and utilize strategic silence to allow for thoughtful responses and reflection
on offers (Fisher et al., 2011).
Knowing When to Walk Away:
Identify Your BATNA (Best Alternative to a Negotiated Agreement): Assess the value of the
proposed deal and be prepared to walk away if it doesn't meet your organization's needs (Fisher
et al., 2011).
Continuous Learning:
Stay Updated on Market Trends and Negotiation Strategies: Enhance your negotiation skills by
actively seeking knowledge and best practices (Weingarth, 2018).
Collaboration:
Work Collaboratively with Internal Stakeholders: Understand their needs and priorities to ensure
alignment during negotiations (Weingarth, 2018).Involve Legal and Procurement Teams: Ensure
compliance and contract clarity by collaborating with relevant internal teams.
Ethical Conduct:
Maintain Ethical Standards Throughout the Negotiation Process: Build trust through
transparency and honest communication (Weingarth, 2018).
Effective Negotiation Techniques:
Master Core Negotiation Skills: Hone your skills in areas like questioning, framing, and
anchoring to navigate complex situations effectively (Fisher et al., 2011).
 REFERENCES

Linda Babcock & Sara Laschever, Women Don’t Ask: Negotiation and the Gender Divide (2003).
Max H. Brazerman & Margaret A. Neale, Negotiating Rationally (1992). Roger Fisher & William
Ury, Getting To Yes: Negotiating Agreement Without Giving In (2d ed. 1991), and other Harvard
Negotiation Project books by the same authors. James C. Freund, Smart Negotiating: How to
Make Good Deals in the Real World (1992), and Anatomy of a Merger (1975). Robert Mnookin,
Scott R. Peppet & Andrew S. Tulumello, Beyond Winning: Negotiating to Create Value in Deals
and Disputes (2000).