NEGOTIATION HENEPENG

ENERGY AND POWER SYSTEMS (HENEPENG)

1. CHITAMBIRA TINOTENDA B R221550V
2. HOVE DADISO C R229491R
3. MAKONA TADIWANASHE J R221552N
4. MATIVENGA ABNEZARY R221557P
5. MATIKITI NOMAGUGU N R227822C
6. MAUNGA ARTWELL M R221551M
7. MUREHWA ARMSTRONG R221548U
8. MUSAPIRA SIMBARASHE K R221546C
9. MUSIKAVANHU SIMON A R221560C
10. MTETWA TINOTENDA R221553V
11. NDORO RALPH Z R221563U
12. NYAMANDE PETER R221556V
13. SARUCHERA MUNYARADZI R221558A
14. TADERERA LEROY L R221562T
NEGOTIATION
Ghauri, (2004) defines negotiation as process between two or more parties intended
to reach a beneficial outcome over issues where interests, needs or objectives are
sometimes in conflict.

We can distinguish 3 kinds of negotiation in terms of the main purposes they serve in
particular contexts of communications and these are:
1. Personal negotiation
2. Interactive negotiation
3. Procedural negotiation
All the 3 involve a struggle for meaning and the reduction of our uncertainty during
learning or communication and they are related and can co-occur.
1. PERSONAL NEGOTIATION
It is primarily a psychological process because it engages mental capacities such as
discriminating, analyzing and synthesizing, memorizing or recalling and so on.
When we interpret meaning from what we read or hear, negotiation occurs between
the potential meanings of the written or spoken text and the meanings which we
ourselves can relate to that text from our previous knowledge and experience.
(Widdowson, 1978)
For example, when we express meaning to what we write or say, we have to
negotiate between what we intend to mean and our knowledge of the forms of
expression which the rules and conventions of writing and speaking will allow. In
some situations, we are well aware of this mental negotiation when we struggle to
find the right word or form of expression when we are trying to write or say
something we want to make very clear
2. INTERACTIVE
NEGOTIATION
Here the negotiation is overtly social and occurs when
people use language to indicate their understanding or
their failure to understand what another person has said,
or in order to modify and restructure their language to
make things clearer so that they will be understood.
3. PROCEDURAL
NEGOTIATION
The primary objective of personal and interactive negotiation is to
uncover and share meaning. For procedural, the primary objective is
less upon meaning and more upon reaching an agreement
This kind of negotiation is exemplified by discussions between
people who are likely to have different interests or different points of
view but who seek to reach an agreement on a matter, solve a shared
problem or establish ways of working that are acceptable to them
PRINCIPLE OF NEGOTIATION
The 5 main principles of a successful negotiation Include:
1. Separating people from the problem which can be achieved by focusing on
the issues, and not personalities or positions and keeping emotions in
check and discussing the problem objectively
2. Focusing on interests and not positions and this can be done by
understanding what is really important to each side beyond their stated
demands. Successful negotiation satisfies interests rather than just
agreeing on positions (Thompson, 2015).
3. Generating a variety of possibilities before deciding what to do.
PRINCIPLE OF NEGOTIATION
(CONT.)
4. Insisting that the result should be based on some objective standard and
this can be achieved by relying on principles of fairness, market value,
precedents etc., rather than willpower or compromise alone.
5. Developing your BATNA (Best Alternative To a Negotiated
Agreement). One should know their bottom line and walkaway point
and also have a Plan B in case negotiation fails.
NEGOTIATION STYLES
We have five negotiation styles which are, competing,
collaborating, compromising, accommodating, and
avoiding. Each of these styles utilizes a different
combination of assertiveness and cooperativeness,
creating different scenarios of “I win, you lose,” or a
“win-win” and so on. (Lares, A. 2018)
NEGOTIATION STYLE 1:
COMPETE
• A competitive negotiation style follows the model of “I win, you lose.”
• Competitive negotiators tend to do whatever it takes to reach their desired
agreement, even when it comes at the expense of another person or entity. They are
results-oriented and focused on achieving short-term goals quickly.
• A competitive negotiation style is beneficial when you need to reach a short-term
agreement quickly.
• Competitive negotiators work best in a highly competitive industry or for once-off
sales, such as selling a home or a car.
NEGOTIATION STYLE 2:
COMPROMISE
• The compromising negotiation style follows a “I win/lose some, you win/lose
some” model. When reaching the terms of the agreement, compromisers often
relinquish some terms in favor of gaining others.
• For example, if two governments are trying to reach a trade agreement, a
compromiser might give the other government greater access to their country’s dairy
market to gain protections for digital media trade.
• Simply put, a compromising negotiation style is a form of bargaining.
Compromisers split the agreement’s value between the two parties versus finding a
solution so that everyone benefits from an agreement’s full value.
• A compromising negotiation style is most useful in situations where the opposite
party is trustworthy, and the agreement is under a tight deadline.
NEGOTIATION STYLE 3:
AVOID
•An avoiding negotiation style follows a “I lose, you lose” model.
People who identify with the avoiding negotiation style highly
dislike conflict and tend to talk in vague terms about the issue at
hand rather than the issue itself.
• The avoiding negotiation style work best in situations where the
negotiation concerns a matter that is trivial to both parties.
NEGOTIATION STYLE 4:
ACCOMMODATE
• An accommodating negotiating style follows the “I lose, you win” model which
does not seem to be in a negotiator’s best interest.
• Accommodating negotiators are the direct opposite of competitive negotiators. They
focus on preserving relationships and building a friendly rapport by sacrificing some
of their company’s interests in favor of the opposite party’s interests.
• Accommodators tend to try to win people over by giving in to their requests. They
tend to share more information than they should and are often well-liked by their
colleagues because of their kindness.
• Accommodating negotiation styles work best in situations where your company has
caused harm to another and needs to repair a significant relationship. These
negotiators are skilled at peacemaking between different bodies
NEGOTIATION STYLE 5:
COLLABORATE

• The collaborative negotiation style is a joint problem-solving

technique.
• It aims to create a win-win scenario. Collaborative negotiators are
great at finding innovative solutions to complex problems.
• By working together with the other party, those exhibiting the
collaborating style aim to find creative solutions that satisfy the
needs of all parties involved.
THE NEGOTIATION PROCESS
1. Preparation
• Make sure you've done your study before engaging in any negotiations by
understanding both the other person's and your own needs, interests, and objectives.
• According to Filzmoser et al. (2021) conducting research about the other party's
culture, organization, and negotiation style can prove advantageous.
• Also, determine what your best option is in the event that discussions fail your Best
Alternative To a Negotiated Agreement, (BATNA).
2. Discussion
• Both parties express their interests at this phase, so it's critical to be open to hearing
what the other person has to say while also being clear and strong in stating your
demands.
THE NEGOTIATION PROCESS
(CONT.)
3. Clarification
• In this stage, parties ask questions for better understanding and clarify any points of
confusion.
• Misunderstandings or misinterpretations are addressed at this stage.
• It’s important to ensure that both parties are on the same page before proceeding further.

4. Negotiation
• At this point, parties begin looking for a win-win solution.
• This might involve some give-and-take, compromise, or creative problem-solving.
• The goal is to find a solution that meets as many of each party’s interests as possible
THE NEGOTIATION PROCESS
(CONT.)
5. Agreement
• Once a solution has been found that both parties find acceptable, it’s time to
formalize the agreement.
• This could be a verbal agreement, a handshake, or a written contract, depending on
the context.
• It’s important to ensure that both parties understand and agree to all terms.
6. Implementation
• The final stage of the negotiation process is putting the agreement into action.
• This might involve fulfilling the terms of a contract, carrying out a mutually agreed-
upon action, or implementing a solution to a problem
IMPORTANT NEGOTIATION
SKILLS
1. Communication
Essential communication skills include identifying nonverbal cues and verbal skills
to express yourself engagingly. By establishing clear communication, you can avoid
misunderstandings that could prevent you from reaching a compromise.
2. Active listening
Active listening skills are also crucial for understanding another person’s opinion in
negotiation. This ensures you engage and later recall specific details without needing
information repeated.
IMPORTANT NEGOTIATION
SKILLS(CONT.)
3. Emotional intelligence
Emotional intelligence is the ability to control your emotions and recognize others’
feelings. Being conscious of the emotional dynamics during negotiation can help you
stay calm and focused on the core issues.
4. Expectation management
Just as you should enter a negotiation with a clear goal, the other side also likely has
its own defined expectations. If you believe you might not be able to agree to each
other’s terms, you could try adjusting your expectations. Skilled expectation
management involves maintaining a balance between being a firm negotiator and a
collaborative one.
IMPORTANT NEGOTIATION
SKILLS(CONT.)
5. Patience
Some negotiations can take a long time to complete, occasionally involving
renegotiation and counteroffers. Rather than seeking a quick conclusion, negotiators
often practice patience to properly assess a situation and reach the best decision for
their clients.
6. Adaptability
Adaptability is vital for successful negotiation. Each negotiation is unique, and the
situation may change from one day to the next. For example, an involved party may
change their demands abruptly. While it’s challenging to plan for every possible
situation, a good negotiator can adapt quickly and determine a new plan if needed.
IMPORTANT NEGOTIATION
SKILLS(CONT.)
7. Persuasion
The ability to influence others is an important negotiation skill. It can help you define
why your proposed solution benefits all parties and encourage others to support your
point of view. In addition to being persuasive, negotiators should be assertive when
necessary. Assertiveness allows you to express your opinions while respecting the other
side’s perspectives
8. Planning
Negotiation requires planning to help you determine what you want and how the terms
will be fulfilled. You should consider the best possible outcome, your least acceptable
offer and what you will do if an agreement isn’t reached. Preparing, planning and
thinking ahead is crucial to a successful negotiation. The best negotiators enter a
discussion with at least one backup plan.
IMPORTANT NEGOTIATION
SKILLS(CONT.)
9. Integrity
Integrity, or having strong ethical and moral principles, is an essential skill for
negotiations. Being thoughtful, respectful and honest allows the other side to trust
what you say. As a negotiator, you should be able to follow through on
commitments.
10. Problem-solving
Negotiation requires problem-solving to see the problem and find a solution. If a
price is too high, how can it be lowered? If a resource is in short supply, what can be
done to increase it? Finding unique solutions to problems may be the determining
factor in compromise.
IMPORTANT NEGOTIATION
SKILLS(CONT.)
11.Decision-making
Good negotiators can act decisively during a negotiation. It may
be necessary to agree to a compromise during a bargaining
arrangement. You need to be able to react decisively. It is
important to think through your options carefully without
overthinking your decision.
IMPORTANCE OF
NEGOTIATION
1. Conflict Resolution: Negotiation is a peaceful strategy for resolving conflicts. It
allows parties to find a mutually beneficial solution without resorting to drastic
measures.
2. Relationship Building: Negotiation helps build and maintain relationships. By
reaching agreements that satisfy both parties, negotiation can strengthen the
relationship and foster trust.
3. Resource Allocation: Negotiation plays a crucial role in resource allocation. It
ensures that resources are distributed fairly and efficiently.
4. Problem Solving: Negotiation is a problem-solving tool. It allows parties to come
together, discuss the problem, and find a solution that works for everyone
REFERENCES
1. Filzmoser, M. & Vetschera, R., (2008). A classification of bargaining steps and
their impact on negotiation outcomes. Group Decision and Negotiation, 17,
pp.421-443.
2. Ghauri, P.N., (2004.) Designing and managing international strategic alliance.
International Business Review, 13(4), pp.419-429.99111
3. Lares, A. (2018). What Are the 5 Negotiation Styles? Shapiro Negotiations.
Available at:
https://www.shapironegotiations.com/blog/what-are-the-5-negotiation-styles
4. Thompson, L. 2015. The mind and heart of the negotiator. 7th ed. Pearson
5. Widdowson, H.G.(1978). Teaching language as communication. Oxford
university press.
THANK
YOU !