Can negotiations occur without trust

Can negotiations occur without trust BY Richer The nature of negotiation and its process constitutes a number of various factors that leads to an effective or ineffective process and outcome. One of the primary purposes of a negotiation is to come an agreement with another party by exchanging offers and to find solutions to a common issue, “whenever we cannot achieve our objectives single-heartedly’ (Thompson, 2009).

Some believe that in order to conduct a negotiation, trust is an utmost important factor as negotiators depend on the information provided by the other party, on the outcomes to which the parties omit throughout the negotiation process, and on the other party to deliver the commitments (Licked, Poplin, 2013). This essay aims to discuss whether trust is a precondition for negotiation. As such, it will attempt to reach to a deeper understanding of trust in a negotiation, before understanding how it may influence the outcome, and whether a negotiation may take place between us and the people whom we do not trust.

Examples of trust and distrust within negotiations are given, before the essay will conclude with reasons why it is impossible to successfully negotiate with people whom we do not trust. Trust is commonly defined as a confident and positive expectation of the actions of another party (Lessons, Smith, 2012). Trusting gives us the assumption that the other party would meet the expectation by considering our welfare and honoring their commitment towards the agreement.

Trust in negotiations, like in any other independent relationships, is characterized by dependency and vulnerability to the other party. Trust in this case, according to Lessons, implies to the positive expectation to sought common solutions to create value, integrate interests, and find mutually beneficial solutions (Lessons, Smith, 2012). This brings us to the characteristic of an integrative negotiation, which seeks to create value and achieving joint gains. In such cases, negotiators are in dependence to each or one another for the sharing or exchange of information.

According to Licked and Poplin, even though a negotiator may have a certain level of doubt in the other party, he or she still has to have at least a bit of trust, otherwise, it may be impossible to accept anything the other party says at face value or reach a viable agreement (Licked, Poplin, 2013). As a result, being constantly afraid and doubtful with what is being shared would not low us to take a step further. This is further aggravated by the fact that negotiators may not be able to verify the received information.

Here, trust is more about acceptance rather than further scrutiny and serves as stepping-stones to have an exchange of information during the negotiation process. Without trust, we are not able to move on further to create solutions and agreements based on the information received. As such, the negotiation is impossible to proceed further due to an absence of trust. In a negotiation, many parties tend to focus on positions, not interests. The relevance f how interests could halt a negotiation seems to interlink with the problem of having trust.

If we do not trust the other party, we lack an openness to share our objectives and understand their interests in the negotiation. In an example of the story shared by (Fisher, Our, 2006), two men were in conflict in a library as one wanted the window open and the other wanted it closed. Both could not come to an agreement on how much to leave the window open. When a third party, the librarian asked why both mean wanted it closed or open, one shared that he wanted to get fresh air, but the other wanted to avoid the draft (Fisher, Our, 2006).

Here, we can see how both men focused on the position, the “what”, and not each other’s interests, the “why’. As such, we can see that without understanding each other’s interest, both men came into conflict and could not negotiate on a solution. As a result, it then becomes virtually impossible to really identify or appreciate the problem that actually needs to be addressed (Fisher, Our, 2006). To build on this, trust is extremely important as it serves as a foundation for understanding each other’s interest before working on the solutions or agreements.

Without trust, both parties will not seek to understand each other, and end up being fixated on their positions due to their own interests. This prevents both parties to successfully negotiate on the issue. In order to negotiate, trust is important in order to avoid retaliation due to a conflict of views and ideas. Without trust, every solution and idea will be met with suspicion and skepticism. This lack of trust not only inhibits cooperation and successful negotiation, it may also result in retaliation that causes the escalation of conflict (Coleman, et al. 2000). In addition, according to (Kramer, 1994), this may even result n paranoid cognitions in which one may feel that he or she is subject to the other party malevolence. These perceptions may then drive him or her to the point of hyper vigilance and rumination, resulting in a faulty diagnosis of the result of working with the other party (Licked, 2006). As such, conflicts would then arise, as the negotiator would increasingly focus on his or her position, and end up reluctant to come into agreement.

The negotiation will then come to an impasse as both sides end up using their negative perceptions to retaliate each other, causing the conflict to escalate beyond control. As explained above, trust seems to be indispensable in order to negotiate. However, according to a writer Bonnie Change, claiming trust is necessary for all negotiation seem to be an overstatement as the significance of trust is culture and context specific (Change, 2009). In her example of how two people may conduct a negotiation without trust, she gave a scenario of negotiation with hostage- takers.

A negotiator and a hostage-taker do not know each other and thus, will not have any trust between them. However, both of them may still engage in a negotiation to lay down the benefits of letting the hostage go. The negotiator’s main objective is to talk the hostage-taker into revealing information about him or herself, and find out what kind of concessions to make for the release of the hostage. The hostage-taker’s main objective is to use the hostage to obtain what he or she needs, including the escape from the crime.

The succession of the negotiation in such cases are a result of the weight of the gains and losses, depending on which side has more power to influence the outcome. For example, if the hostage were to be a high profile person, the hostage-taker would have more power to negotiate through to his or her wants. Therefore, through this example, negotiations may occur even though both parties do not trust each other. According to (Choc, 2013), should there be no trust between two parties, relying on formal legal mechanisms such as preparing contracts are constructive ways to proceed with a negotiation.

These formalized documents remind people of what they had agreed upon and serves as documentation, minimizing miscommunication that may occur if a deal is made based on fertilization. Creation of such agreements usually requires elaborate consequences and penalties for violating the terms of agreement (Licked, Poplin, 2013). These consequences of violation commonly includes penalties such as monetary compensations and mechanisms such as law and the police force will be brought in to become part of the system of enforcement, should any agreements be violated.

With a contract to force people to keep to a certain agreement, trust is not required in order for a negotiation to occur. We meet new people everyday, and sometimes, negotiations may occur whether or not we know the person. Of course, trust is not immediately established. Rather, like impressions, our Judgments of trustworthiness can occur rapidly at the start of a stagnation. This trustworthiness may result from what the negotiator has learned about the other party’s reputation. For example, if I wanted to buy something for a shop owner for the first time, I will naturally exhibit skepticism in the shop owner and the quality of the goods.

However, if I see a crowd at the shop with people snapping up the items, naturally, I would have the trust in the shop owner that the goods sold would be good. Here, we can see how the reputation of a person may easily create trust in us, towards the other party, even if we were to be meeting for the first time. In addition, many negotiations seek trust as the objective and continue to build trust throughout the negotiation process. In the example of the negotiation with a hostage taker, the negotiator and hostage-taker may have not trust between each other at the very start.

However, along the way, trust is built when both sides seek to understand the concessions that they can make, in order to gain what they want. While these initial impressions may also change as a negotiation unfolds, they create a powerful frame for interpreting the other party behavior and also provide a heuristic for duding negotiators’ strategy choices (Lessons, Smith, 2012). As such, trust is important to keep a negotiation process going, and it is definitely an important factor to determine the relationship and outcome of the negotiation with the other party.

As such, we cannot negotiate with people whom we do not trust. Earlier, contract binding was mentioned as a way where negotiation may occur even if there is no trust between two parties. Here, it is true that the two parties may have no personal trust in each other. However, according to Shapiro, even if there may be o personal trust, an institutional trust, also known as trust in a system, is what is present, leading to the creation of contract making (Shapiro et al. , 1992). With a trust in the legal enforcement system, it also creates a deterrence-based trust in order for a negotiation to proceed.

Shapiro further added that this is a basic and ‘minimal condition’ of trust in all negotiations (Shapiro et al. , 1992). This depends on the consistency in behavior and the threat of punishment if they do not maintain their promises to a certain commitment, and violate the documented agreements. In edition, it also depends on the gains for adhering to the agreements, such as rewards. Thus, the mentioned forms of trust will still be present even if we may have no personal trust.

According to (Licked, 2000), even the most complex and sophisticated formal contract cannot stipulate every detail or possible contingency about the deal. Therefore, having personal trust in the other party is still critical. Without personal trust, a negotiation would not occur. This essay aims to discuss whether it is possible to negotiate with people whom we do not trust. Trust in this case, refers to having a positive expectation of the other arty and allowing ourselves to be dependent and vulnerable to the other party.

There may seem to be cases where we may not have personal trust in a person and yet will still be able to negotiate. However, as mentioned in the essay, it may seem that trust is not present, but we may have a different form of trust, an institutionalized trust and most definitely, a deterrence based trust to ensure that we do not fall victim to breaches in agreements. The essay may show that it requires trust to form only cooperative agreements. However, likewise in competitive negotiations, it can still occur as deterrence based trust will be present to ensure hat agreements are not breached.

As mentioned in the essay, without trust, we will only focus on our own objectives and interests and thus, will not allow the other party to gain anything. As a result, the negotiation will only come to an impasse if agreements cannot be made. In addition, without trust, we will be suspicious and skeptical of the information that is shared with us. This causes us to develop paranoid conditions and result in a conflict instead of being able to negotiate. To conclude, it is certainly critical to have some form of trust in a negotiation. However, it s also good to have relative trust, rather than an absolute trust.

Having a fair share of distrust will definitely help us draw caution to what concessions we make. Ultimately, we cannot negotiate with people we do not trust at all. Trust will enable both parties to reach a solution that is needed or accepted by both sides, when we are not able to achieve them on our own.

Read more

Esssential of Negotiation

Table of contents

Helsinki School of Economics Advanced Negotiation Practices Course Book Summary Assignment Essentials of Negotiation Lewicki, Roy J. , David M. Saunders, and John W. Minton. 2001. Essentials of Negotiation: 2nd Edition. New York: McGraw-Hill/Irwin Reviewed by Mohammad Moshtari February 2008 Book Summary Assignment Essentials of Negotiation Book Introduction This book represents authors’ response to faculty who wanted a briefer version of the longer text, Negotiation. The objective of this shorter volume is to provide the reader with the core concepts negotiation in a more succinct version.

The book is organized into 9 chapters. The first four chapters introduce the reader to negotiation

The first chapter introduces the field of negotiation and conflict management, describes the basic problem of interdependence with other people, and briefly explores the problems of managing that interdependence. The second chapter introduces the concept of ? framing? or how parties come to decide what a negotiation is all about, and how parties need to plan for an upcoming negotiation.

Chapter 3 and 4 then present the two core approaches to negotiations: the basic dynamics of competitive (win-loss) bargaining (chapter 3) and the basic dynamics of integrative (win-win) negotiation (chapter 4). The next two chapters present two key sub processes of negotiation: cognition and communication, and power and persuasion. In chapter 5, basic processes of cognition and communication in negotiation is reviewed, especially communication dynamics is examined as well as a number of common cognition and judgment biases made by negotiators.

In chapter 6, authors looked at the tools negotiators can use to pressure the other side, using the tools of persuasion and power to get the other to change his or her perspective or give in to our arguments. The next two chapters review two key context elements of negotiation. In chapter 7, authors examined the ethical context and standards that surround negotiation and create unique challenges for negotiators in deciding how fully and completely they are going to disclose their bargaining positions.

In chapter 8, authors attempted to clarify how national cultures around the world shape the diverse ways parties approach negotiations. The last chapter emphasizes strategies that can be used by the parties to resolve breakdowns in the negotiation process. Chapter 9 explores the techniques that negotiators can use on their own to get negotiations back on track. Authors made some of related materials (secondary chapters) accessible on the World Wide Web (at www. mhhe. com/business/managment/lewicki) including social context of negotiation, multiparty negotiations or managing difficult negotiations: theirs party approaches.

The organization of the book also parallels more closely the organization of a companion volume, Negotiation: Readings, Exercises and Cases by Roy J. Lewicki. , David M. Saunders, and John W. Minton.

Contents in Brief

The nature of negotiation Negotiations: framing, strategizing, and planning Strategy and tactics of distributive negotiation Strategy and tactics of integrative negotiation Communication, perception and cognitive biases Finding and using negotiation leverage Ethics in negotiation Global negotiation Managing difficult negotiations: individual approaches Book Summary Assignment Essentials of Negotiation Chapter 1: The nature of negotiation The structure and processes of negotiation are fundamentally the same at personal level as they are at the diplomatic and corporate level.

Negotiations occur for two reasons:

  1. to create something new that neither party could do on his or her own
  2. to resolve a problem or dispute between the parties.

There are several characteristics common to all negotiation situations:

  1. there are two or ore parties,
  2. there is a conflict of interest between them,
  3. The parties negotiate duo to get a better deal the parties, at least for a moment prefer to search for agreement,  when they negotiate they expect to give and take,  successful negotiation involves the management of intangibles (such as need to look good) as well as resolving the tangibles (such as the terms of agreement) In negotiations both parties need each other. This situation of mutual dependency is called interdependence.

Interdependent relationships are characterized by interlocking goals; the parties need each other to accomplish their goals. The structure of the interdependence (wind-lose or win-win), determines the range of possible outcomes of the negotiation and suggests the appropriate strategies and tactics that the negotiators should use. Interdependent relationships are complex. Both parties know that they can influence the other’s outcomes and their outcomes in turn be influenced by the other. This mutual adjustment continues throughout the negotiation as both parties act to influence the other.

Making and interpreting concessions is no easy work, especially when there is little trust between negotiations. The search for an optimal solution through the processes of giving information and making concessions is greatly aided by trust and a belief that you are being treated honesty and fairly. Two efforts in negotiation help to create such trust and belief: perceptions of outcomes that attempts to change a party’s estimation of the perceived importance of something and perception of the process may help convey images of equity, fairness and reciprocity in proposals and concessions.

One potential consequence of interdependent relationship is conflict that can be duo to the highly divergent needs of the two parties, a misunderstanding that occurs between two people, or some other intangible factors. One way to classify conflicts is by level, and four levels of conflicts are commonly identified: intrapersonal conflict, interpersonal conflict, intra-group conflict, inter-group conflict. Conflict may be destructive or productive, so the objective is not to eliminate conflict but to learn how to manage it so that the destructive elements are controlled while the productive aspects are enjoyed.

Negotiation is a strategy for productively managing conflict. Many approaches to managing conflict have been suggested. The below two dimensional framework is represented as the dual concerns model. The model postulates that individuals in conflict have two independent levels of concern: concern about their own outcomes and concern about the other’s outcomes. As mentioned in the figure, there are five major Problem Yielding strategies for conflict management.

Each strategy has its Solving advantages and disadvantages and is more or less appropriate given the type of conflict and situation in which (compromising) the dispute occurs. Thus, conflict theory and research have moved toward a contingency approach advocating that the Inaction Contending strategy selected should be based on the objectives of the parties and the nature of their dispute. Two major mechanisms for resolving conflicts-third parties and Concern about own outcomes conflict management systems- extend above and beyond the strategies of the parties themselves.

Concern about others’ utcomes 3 Book Summary Assignment Essentials of Negotiation Chapter 2: Negotiations: framing, strategizing, and planning In this chapter, authors discuss what negotiators should do before sitting down at the table: framing, strategizing, and planning. Framing is the means by which the parties in a negotiation define the problem. They mention that there are three ways to understand frames: as cognitive heuristics, at categories of experience, and as a process of issue development.

In continuation, they try to introduce the negotiator to the power and prevalence of frames via: different types of frames, how certain frames may be invoked or ignored in a given situation, the consequences of framing a conflict in a particular way and the approaches that negotiators can use to manage frames more effectively. Understanding frames- which means understanding how parties define the key issues and how conversations can shift and transform those issues- is the first step in effective planning.

After framing, negotiators must anticipate what they want to achieve in a negotiation and must prepare for these events in advance. The preparation must include attention to substantive items including goals, goal priorities, and multi-goal packages as well as procedural concerns dealing with agendas and bargaining histories. the choice of goals and frames are strongly interactive and the existence of one will rapidly produce evidence of other. Afterwards negotiators move to the third element in the sequence: selecting and developing a strategy.

According to below suggested model, negotiators have some choices of a negotiation that is reflected in the answers to two simple questions: how much concern does the actor have for achieving the substantive outcomes at stake in this Substantive outcome important? negotiation and how much concern does the Yes No negotiator have for the current and future quality of relationship with the other party. Yes Collaboration Accommodation In the last part of chapter, authors explain the importance of planning. hile success in negotiation is affected by how one plays the game, the most important step for success is No Competition Avoidance how to one gets ready for the game. effective planning also hard work on a number of specific steps:

  • Defining issues
  • Assembling issues and defining the bargaining mix
  • Defining interests
  • Consulting with others
  • Identifying limits
  • Setting targets
  • Developing supporting arguments

Analyzing the other party Frames, goals, strategies and stages set the background for an effective planning process.

If the negotiator is able to consider and evaluate each of these factors, the negotiator will know what he or she wants and will have a clear sense of direction on how to proceed. The sense of direction, and the confidence derived from it will be the single most important factor in achieving a desired negotiation outcome. Rational choice important 4 Book Summary Assignment Essentials of Negotiation Chapter 3: Strategy and tactics of distributive negotiation In a distributive bargaining situation, the goals of one party are usually in fundamental and direct conflict with the goals of the other party.

Resources are fixed and each party will use a set of strategies to maximize their share of resources to be obtained. While distributive strategies are useful, they can also be counterproductive and costly. Often they cause the negotiating parties to focus so much on their differences that they ignore what they have in common. These negative effects notwithstanding, distributive bargaining strategies are quite useful when a negotiator wants to maximize the value obtained in a single deal and when the relationship with the other party is not important.

Both parties to a negotiation should establish their starting, target and resistance points before beginning a negotiation. Starting points are usually in the opening statements each party makes. The target point is usually learned or inferred as negotiations get under way. The resistance point, the point beyond which a person will not go and would rather break off negotiations. The spread between the resistance points, called bargaining range, settlement range or zone of potential agreement, is particularly important.

In this area the actual bargaining takes place, for anything outside these point will be summarily rejected by one of the two negotiators. It is rare that a negotiation includes only one item; more typically there is a set of items, referred to as a bargaining mix. Each item in a bargaining mix can have opening, target and resistance points. The bargaining mix may provide opportunities for bundling issues together, logrolling or displaying mutually concessionary behavior.

Negotiators by employing strategies attempt to influence each other perceptions of what is possible through the exchange of information and persuasion. Regardless of the general strategy taken, two tasks are important in all distributive bargaining situations: discovering the other party’s resistance point and influencing the other party’s resistance point. The negotiator’s basic goal is to reach a final settlement as close to the other party’s resistance point as possible.

Four tactical tasks are suggested for a negotiator in a distributive bargaining:

  • to asses the other party’s outcome values and the costs of terminating negotiations,
  • to manage the other party’s impressions of the negotiator’s outcome values,
  • to modify the other party’s perception of his or her own outcome values, and
  • to manipulate the actual costs of delaying or aborting negotiations.

The other decision to be made at the outset of distributive bargaining concerns the stance to adopt during negotiations. A reasonable bargaining position is usually coupled with a friendly stance and an extreme position is usually couple ith a tougher, more competitive stance. A key concept in creating a bargaining position is that of commitment. The purpose of a commitment is to remove ambiguity about the actor’s intended course of action. There are several ways to create a commitment: public pronouncement, link with an outside ally, increase the prominence of demands, reinforce the treat or promise. There are a set of hardball tactics to beat the other party. Such tactics are designed to pressure targeted parties to do things they would not otherwise do, and their presence usually disguises the user’s adherence to a decidedly distributive bargaining approach.

Some of them are: good guy/bad guy, highball/lowball, bogey, the nibble, chicken, intimidation, aggressive behavior, snow job. The authors suggested three ways for responding to typical hardball tactics, including ignore them, discuss them and respond in kind.

Book Summary Assignment Essentials of Negotiation Chapter 4: Strategy and tactics of integrative negotiation In many negotiations there need not be winners and losers; all parties can be winner. In integrative negotiation- variously known as cooperative, collaborative, win-win, or problem solving- the goals of the parties are not mutually exclusive.

The fundamental structure of an integrative negotiation situation is such that it allows both sides to achieve their objectives. Integrative negotiation requires a process fundamentally different from that of distributive negotiation. Those wishing to achieve integrative results find that they must manage both the context and the process of the negotiation in order to gain the willing cooperation and commitment of all parties. The following processes tend to be central to achieving almost all integrative agreements: creating a free flow of information ttempting to understand the other negotiator’s real needs and objectives  emphasizing the commonalities between the parties and minimizing the difference  searching for solutions that meet the goals and objectives of both sides There are four major steps in the integrative negotiation process:

  1. Identifying and defining the problem, define the problem in a way that is mutually acceptable to both sides  keep the problem statement clean and simple  state the problem as a goal and identify the obstacles to attaining this goal  epersonalize the problem  separate the problem definition from the search for solution
  2. understanding the problem and bringing interests and needs to the surface (focusing on interests will allow the parties to move beyond opening positions and demands to determine what the parties really want, what needs truly must be satisfied)
  3. generating alternative solutions to the problem (tactics such as expand the pie, logroll, nonspecific compensation, cut the costs for compliance, find a bridge solution
  4. Evaluating those alternatives and selecting among them narrow the range of solution options  agree to the criteria in advance of evaluating options evaluate solutions on the basis of quality and acceptability  be willing to justify personal preferences  be alert to the influence of intangibles in selecting options  use subgroups to evaluate complex issues take time out to cool off  explore different ways to logroll keep decisions tentative and conditional until all aspects of the final proposals are complete  inimize formality and record keeping until final agreements are closed Authors identified seven fundamental preconditions for successful integrative negotiation: some form of shared or common goal, faith in one’s own ability to solve problems, a belief in the validity and importance of the other’s position, the motivation and commitment to work together, trust in the opposing negotiator, the ability to accurately exchange information in spite of conflict conditions, and an understanding of how the process works.
  5. Book Summary Assignment Essentials of Negotiation

Chapter 5: Communication, perception and cognitive biases Communication is at the heart of the negotiating process. This chapter focuses on the processes by which negotiators communicate their own interests, positions, and goals and in turn make sense of those of the other party and of the negotiation as a whole. Weather the intent is to command and compel, sell, persuade or gain commitment, how parties communicate in negotiation would seem to depend on the ability of the speaker to encode the thoughts properly as well as on the ability of the listener to understand and decode the intended messages.

There are two critical sub-processes of communication: perception and cognition.  Perception is defined as the process of screening, selecting and interpreting stimuli so that they have meaning to the individual. The complexity of environments makes it impossible to process all of the available information, so perception becomes selective, focusing on some stimuli while turning out others. As a result people have several shortcuts in their perceptual systems that allow them to process information more readily.

Unfortunately these shortcuts come with cost-perceptual errors such as stereotyping, halo effects, selective perception or projectionswhich typically occur without people being aware that they are happening. Stimulus Attention Recognition Translation Behavior Perception ? Rather than being perfect processors of information, negotiators have a tendency to make systematic errors when they process information. These errors, labeled cognitive biases, tend to impede negotiator performance: the irrational escalation of commitment, mythical fixed pie belief, the process f anchoring and adjustment, issue and problem framing, negotiators overconfidence, the winner’s curse, self-serving biases, ignoring others’ cognitions, the law of small numbers and reactive devaluation. Failures and distortions in perception, cognition and communication are the most dominant contributors to breakdowns and failures in negotiations. Three main techniques have been proposed for improving communication in negotiation: the use of questions, listening and role reversal.

Book Summary Assignment Essentials of Negotiation

Chapter 6: Finding and using negotiation leverage In this chapter, the authors focus on leverage in negotiation that means the tools negotiators can use to give themselves an advantage or increase the probability of achieving their own objectives. Leverage is often used synonymously with power. Authors explain three major sources of power: information and expertise, control over resources, and location in an organizational structure and then point to the process for using power as an attempt to change the other’s position, view or perspective.

During negotiations, actors frequently need to convince each other, influence the other party’s positions, perceptions and opinions and for doing these they employ a group of tactics that are called persuasion. Authors consider four key elements of persuasion: ways in which sources of information can be powerful, ways in which messages can be structured to be more powerful, ways in which targets of persuasion can enhance or reduce their power and ways in which the elements in social context can exert indirect influence on the target.

Resisting the other’s arguments Context factor Reciprocity, Commitment, Social proof, Use of reward and punishment, Scarcity Central Route Peripheral Route

Message factors or ways in which he content of the message can be structured and presented to enhance its effectiveness Source factors or ways in which the sender of the message can enhance his or her credibility and attractiveness in order to make the message more believable or more friendly Receiver factors or ways in which the receiver of the message can either shape and direct what the sender is communicating or intellectually resist the persuasive effects of the message Context factors or elements inherent in the social structure (such as the relationship between the parties, the setting in which the message is sent or the amount time taken to communicate the message) that can determine whether a message is more or less likely to be received and complied with. There are at least three major things that you as the listener can do to resist the other’s influence efforts: have a best alternative to a negotiated agreement (BATNA), make a public commitment (or get the other party to make one) and inoculate yourself against the other’s persuasive message.

 Book Summary Assignment Essentials of Negotiation Chapter 7:

Ethics in negotiation In this chapter authors explored the question of whether there are or should be accepted ethical standards for behavior in negotiation.

Ethics are broadly applied social standards for what is right or wrong in a particular situation or a process for setting those standards. Ethics proceed from particular philosophies, which purport to  define the nature of the world in which we live and  prescribe rules for living together. The authors present a model to help explain how a negotiator decides whether to employ one or more deceptive tactics. Intentions and motives for using deceptive tactics

Consequences:

  1.  Impact of tactic: does it work?
  2. Self-evaluation
  3. Feedback and reaction from other negotiator, constituency and audiences Influence Situation Identification of range of influence tactics Selection and use of a deceptive tactic Explanation and Justification

Deception and disguise may take several forms in negotiation as follows: misrepresentation of one’s position to another party, bluffing, falsification (introduction of factually erroneous information), deception (collection of true and/or untrue arguments that leads the other party to the wrong conclusion) and selective disclosure or misrepresentation to constituencies. The authors predicted that  when motivated to be competitive and when expecting the other to be competitive the negotiator would see the marginally ethical tactics as appropriate and when both parties were competitively motivated they would exhibit the greatest tendency to employ marginally ethical tactics. From the negotiator’s perspective the primary motivation to use a deceptive tactic is to gain a temporary power advantage.

Using these tactics then produces consequences: the tactic may work (produce desired results) or not work; people evaluate their own use of the tactics( asking themselves if they were satisfied with the results, and if using the tactic was personally acceptable) and people also may receive evaluative comments from the other negotiator from constituencies and from audiences. Those evaluative comments may serve to increase or decrease the use of similar tactics in the future. If using the tactic allows negotiators to attain rewarding outcomes that would be unavailable to them if they behaved ethically and if the unethical conduct is not punished by others the frequency of unethical conduct is likely to increase because the negotiator believes he or she can get away with it.

Negotiators frequently overlook the fact that although unethical or expedient tactics may get them what they want in the short run these same tactics typically lead to diminished effectiveness in the long term. (Consequences of these tactics on the negotiator’s reputation and trustworthiness, other party retaliation and revenge) If negotiators think the other party is using deceptive tactics he/she can do the following acts: Ask probing questions and recognize the tactic. 9 Book Summary Assignment Essentials of Negotiation Chapter 8: Global negotiation In this chapter authors examined various aspects of a growing field of negotiation that explores the complexities of negotiating across borders.

Negotiators from different cultures (countries) use different negotiation strategies and communication patterns when negotiating intra-culturally than when negotiating cross-culturally. Two overall contexts have an influence on cross border negotiations: the environmental context, includes forces in the environment that are beyond the control of either party but that influence the negotiations, and immediate context, includes factors over which the negotiators have influence and some measure of control. To know more cultures, Hofstede suggested that there are four important dimensions that can be used to describe cultural differences: power distance, individualism/collectivism, masculinity/femininity and uncertainty avoidance.

Foster suggests that culture can influence global negations in several ways, including: the definition of negotiation, the selection of negotiators, protocol, communication, time, risk propensity, groups versus individuals and the nature of agreements. The chapter concludes with a discussion of how to manage cultural differences when negotiating across borders. Weiss presented the options that people have when negotiating with someone from other culture. According to him, when choosing a strategy, negotiators should be aware of their own and the other party’s cultures in general, understand the specific factors in the current relationship, and predict or try to influence the other party’s approach.

His suggested responsive strategies may be arranged into three groups, base on familiarity (low, moderate, high) that a negotiator has with the other party’s culture. Within each group there are some strategies that the negotiator may use individually (unilateral strategies) and others that involve the participation of the other party (joint strategies). Low familiarity ? Employ agents or advisors (unilateral Strategy) ? bring in a mediator ? Induce the other party to use your approach Moderate familiarity ? Adapt to the other party’s approach ? Coordinate adjustment High familiarity ? Embrace the other party’s approach ? Improvise an approach ? Effect symphony 10 Book Summary Assignment Essentials of Negotiation

Chapter 9: Managing difficult negotiations: individual approaches Through any number of different avenues – breakdowns in communication, escalation of anger and mistrust, polarization of positions and refusal to compromise, the issuance of ultimatums or simply the inability to invent options that are satisfactory to both sides – negotiations often hit an impasse. Productive dialogue stops. The parties may continue talking but the communication is usually characterized by trying to sell or force one’s own position, talking about other’s unreasonable position and uncooperative behavior or both. This chapter reviewed actions that the parties can take to return to a productive dialogue. In general there are five major conflict reduction strategies that can be applied in contentious situations:

  1. Reducing tension and managing the de-escalation of hostility (via methods such as tension release, acknowledgment of the other’s feelings (active listening), separating the parties, synchronized de-escalation)
  2. Enhancing communication, particularly improving each party’s understanding of the other’s perspective (via methods such as role reversal or imaging)
  3. Controlling the number and size of issues in the discussion . Reduce the number of parties on each side  control the number of substantive issues involved . state issues in concrete terms rather than as general principles  restrict the precedents involved, both procedural and substantive . search for ways to fractionate the big issues depersonalize issues: separate them from the parties advocating them
  4. Establishing a common ground on which the parties can find a basis for agreement (via methods such as determining super ordinate goals, clarifying common enemies, agreement on the rules and procedures)
  5. Enhancing the desirability of the options and alternatives that each party presents to the other (give the other party a “yes-able” proposal, ask for a different decision, sweeten the offer rather than intensify the threat, use legitimacy or objective criteria to evaluate solutions) The order of above steps is the one most frequently used by third parties in resolving disputes and hence we believe it also will be the most effective if employed by negotiators themselves. If the conflict cannot be controlled effectively, third-party intervention may become necessary.

Read more

Negotiation Skills

Effective negotiation skills are becoming increasingly important for today’s global business. A lot of time is spent negotiating in a global setting as companies and individuals conduct business. This paper will attempt to critically assess the significance of cross cultural negotiation skills for the success of international mergers and alliances. To begin with let the definition of negotiation be deduced. Daniels, Radebaugh and Sullivan (2004) identify negotiation as a sequence of actions in which two or more parties address demands, initiate, conduct or terminate operations in a foreign country.

Gulbro and Herbig (1995) define it as the process by which at least two parties try to reach an agreement on matters of mutual interest. In order to be successful in such a diverse and complex business environment, negotiators must be globally aware and have a frame of reference that goes beyond a country or region and encompasses the world (Fowler, 2005). International executives attempt to negotiate for an optimal solution minimizing conflicts and maximizing gains. According to Martin et al. 1999) a clear negotiation strategy is the most important factor for successful international business relationships. Cross cultural negotiation skills are vital in today’s business. It is not just about closing deals but it also involves looking at all factors that can influence the proceedings. Cross cultural negotiation skills not only shows the people involved how to start from a strong position and find common ground with others, but also provides practical techniques for to use when talking and bargaining during business ( Kozicki, 2005).

People from other countries and cultures do things differently. For alliances and mergers to succeed, these cultural differences must be taken into account when negotiating to reach a deal that will last and bring benefits to both sides. Therefore as these people play an essential role for the success of merging companies, it is crucial to have an understanding of different national and organisational cultures. Cross culture is an integral art of the overall corporate culture of the firm, which is applicable for all international alliance and merging partners (Luo,1999). Negotiation skills bring added challenges that help the international negotiator to understand how partners from other cultures view negotiation and how they think it should be handled (Michal, 2005). Although there may be much commonality between members of both sides it should not be assumed that people have the same benefits, values or priorities as each other. Nowadays, businesses of all sizes search for international partnership.

The increasingly global business environment requires the approach to the negotiation process from the global business person’s point of view as the process can be complex and difficult but will create huge opportunities to develop and increase success in avoiding barriers and failures in international mergers and alliances. As one partner better understands that the other partner may see things differently, they will be less likely to make negative assumptions and more likely to make progress when negotiating.

Nations tend to lead a national character that influences the type of goals and process the society pursues in negotiations and this is why specifying and understanding cultural differences is vital in order to perform successfully in inter-cultural communication (Copeland, 1996). In addition, for international mergers and alliances to succeed, it is important for both sides to agree that no one approach is better than another. Lack of cross- cultural skills can cause difference in problem-solving and decision making and this can easily lead to misunderstanding.

Therefore it is important for everyone involved in the proceedings to be able to use a range of decision making and problem solving techniques. Nonetheless, companies from other countries run into problems which stem from cultural differences and this leads to difficulties between negotiating parties. Negotiators from cultures that place a high importance on punctuality and schedules are more prone to set deadlines and then make concessions at the last minute to meet the schedules than are negotiators from cultures that place less importance on punctuality and schedules.

They may underestimate the importance their counterparts place on the negotiations if their counterpart arrives late and do not adhere to schedules due to lack of cultural awareness (Daniels et al, 2004). Furthermore, one counterpart may understand and be adaptive to the other’s culture. Therefore it is important for both parties to have some cross-cultural knowledge as this will determine at the start whether they will follow some form of adjustment. The choice of response should be highly dependent on how well both sides understand each other’s culture.

Cross-cultural negotiation skills provide people with increased knowledge which means people have the opportunity to progress at international level. For alliances and mergers to work, there must be collaboration between the two parties for the betterment of both. Kanter, (1998) argues that communication is important to achieving synergy between partners. It is harder to derive the benefits of cooperation and easier for rivalries to escalate when there is no relationship history to draw upon.

Stereotypes are a pitfall when attempting to create an international merger or alliance. National stereotypes prejudice groups in the absence of evidence and should be avoided at all times. An entire culture cannot be relegated to one or two commonly held attributes. Culture is a very complex issue encompassing a plethora of subjects. A group’s customs, belief systems, values and behaviour must be understood in order to fully realise a successful partnership in a business context. A key component of successful international negotiation is effective ross-cultural communication. This requires that negotiators understand not only the written and oral language of their counterparts, but also other components of culturally different communication styles (Cullen and Parboteeah, 2005). In essence, it requires an understanding of the more subtle, nonverbal aspects of communication as they play a vital role in understanding the communication process. Cross-cultural communication problems can arise in any given situation, even huge co-operations can fall into this problem.

For example, when the U. S. car manufacturer Chrysler merged with the German Daimler – Benz Company in 1998, problems arose out of their different decision-making processes. Chrysler was accustomed to making quick, high–profile decisions while Daimler – Benz, with their hierarchical system, were used to a slow, cautious business model with little need for public pronouncements. Cultural difficulties occurred between the more easy-going and more flexible style of Chrysler and the well structured and bureaucratic style of Daimler-Benz.

All of this was as a result of the different working styles, decision making and communication processes within the company (Shelton, 2003). The incompatibility of the two different cultural aspects was realised too late and became very difficult to be overcome. In the end it was no merger of equals but one company dominating over the other. This case shows the different aspects of the need for cross- cultural awareness as its importance must be considered in cross-border alliance and merger processes in order to become global players.

Negotiation involves clear communication which involves important skills such as understanding, speaking and listening. It is not possible to have one skill without the others. Negotiation is most effective when people are able to clearly identify and discuss their source of disagreement and misunderstanding. Very different cultural attributes were evident when the French Pharmaceutical company Rhone- Poulenc merged with the U. S. Company Rouer. Not only did the Americans take issue with the French people’s lax attitude owards time-keeping and punctuality, they also had to deal with their propensity to express their emotions. Emotional outbursts such as crying or shouting were commonplace in the French company as they are not considered shameful; on the contrary, the French idiom ‘soupe au lait’, used to describe such outbursts, is believed to aliviate stress, allow them to vent anger and present them from bearing grudges (Dornberg, 1999). Perhaps the best example where cross-cultural negotiation skills were used effectively is in the case of Colgate Toothpaste Company.

In 1985, the U. S. Colgate Palmolive Cooperation bought Hong Kong based Hawley & Hazel Chemical Company. Hawley & Hazel’s Toothpaste, ‘Darkie’ had a 70% market share in Asia and it featured a smiley man in ‘black face’ and a top hat resembling a minstrel or Al Jolson. This image presented no protests in Asia since the association with the image was with brilliant smiles. However, Colgate knew the connotations of the name and image of the toothpaste would be offensive to many U.

S. minority groups and therefore had to enter into lengthy negotiations with the Hong Kong Company with a view to changing the name and image of the toothpaste. In order to give customers in Asia time to get accustomed to the new name and image, changes were brought in generally over a year long time frame. Eventually the product was called ‘Darlie’ and the image replaced by a racially-ambiguous smiling character in a tuxedo and top hat (Morrison and Conaway, 2004).

In all these examples, the negotiation skills in a cross-cultural context were successful as the negotiators took into account cultural differences, while allowing for compromise to take place. Negotiators were undoubtedly familiar with Hofstede’s models of value systems and used his suggested five fundamental dimensions to national culture: Hierarchy, ambiguity, individualism, achievement- orientation and long-term orientation to their advantage. Negotiation skills are essential in determining the terms under which a company may enter and operate in a foreign country.

International negotiations occur largely between parties whose cultures, educational backgrounds, and expectations differ, it may be difficult for negotiators to understand each other’s sentiments and present convincing arguments. Negotiation skills offer negotiators a means of anticipating responses and planning an approach to the actual bargaining (Daniels, et al 2004). The key to effective alliances and mergers is skillful management of relations from the initial handshake onward.

In cross-cultural alliances and mergers there is great challenge because each party brings different cultural schemata to the table through which they interpret events. For example, the French dislike being rushed into discussions, they prefer to examine various options in decisions and negotiations are likely to be in French unless they occur outside France. Punctuality is expected and they tend to be formal in their negotiations and do not move quickly to expressions of goodwill until the relationship has existed for some time.

Negotiation skills call for creative thinking that goes beyond the poorly thought out compromise such as those arrived at when there is a rush to solve before an effort is made to comprehend. A deep understanding of the true and often manifested nature of the underlying challenge is required if a long term solution is sought. Many conflicts that on the surface seem to be purely about resources, often have significant components related to issues of participation, face saving and relationships.

For negotiation to work in international mergers and alliances, people need to be able to share their needs and fears with each other. Negotiation skills include being well prepared, showing patience, maintaining integrity, avoiding the presumption of evil, controlling emotions, understanding the role of time pressures, breaking down bigger issues into smaller ones, avoiding threats and manipulation tactics, focusing first on the problem rather than on the solution, seeking for interest-based decisions and rejecting weak solutions (Richard, 1999).

All of these help one way or another when thinking through challenging or difficult business situations and also play a huge role in successful negotiation. The skills help negotiators to learn about other people’s preferences and also make their own clear. As logic is not the only thing that prevails in bargaining efforts it gives people time to work out essential problems especially when dealing with someone of a dissimilar culture and additional time may be needed to work out an agreement (Brett, 1998). In some cases emotional outbursts tend to escalate rather than solve a conflict.

This can be extremely difficult for some people to hide their emotions and this can permit negative emotions which can take control of some negotiators due to lack of skill. Business partners negotiate through life and while there may be no easy answers that will fit every negotiation need, there are many important skills that will help to become more effective. Without the relevant skills negotiation will not prosper in the absence of cooperative decision-making as it will suffer absence of commitment and participation from the individual’s part.

Limited knowledge of either the alliance or merger partners’ languages or cultures puts them at a disadvantage. They may hold power by maintaining a percentage of shares of the venture, but in reality many lose power through ignorance. Skilled negotiators spend twice as much time asking questions as opposed to average negotiators. They probe to clarify issues and understand underlying drivers and reasons for the stance a given party has taken. Talented negotiators also try to understand what the other side wants so they can develop a solution that satisfies all parties.

Skilled negotiators also make many more positive comments than average ones (Hayman, 2007). This emphasises and builds on the good in the negotiation to make it easier to deal with other issues. Without any knowledge of the other party’s culture they may not have any idea of what the other side wants and therefore, it is vital to explore more options to test limits. These skills help to think about how the partner should be approached, what can be given away, and what must remain non-negotiable and all is due to tolerance for differences in culture and outlook.

No matter how many companies want to merge or become an alliance, success rests upon skillful management from the beginning and without this relationship between the business partners will suffer from poor initial planning, mismatched expectations, poor communications, inequitable power distribution and inadequate negotiation potential and decline can be quite rapid. Success rests in accepting the other partner despite differences in values, beliefs, educational experiences, ethnic backgrounds or perspectives.

The skills involved permit partners to examine a problem from all sides, and to promote understanding and interest in the other without necessarily agreeing to one party’s viewpoint. Genuine interest in contributions help to build trust and this provides a foundation for continuing relationship and also eases future efforts to solve problems ( Herbig and Kramer,1991). The negotiation skills allow everyone involved in the business to make suggestions openly without fear of criticism and is accepted.

All negotiations are completed by consensus and a negotiated solution is reached when every partner has given up something to gain common benefits. A hypothetical example of a skilled negotiator dealing with another in a foreign country could be that they both have identical proposals and packages. If one has no knowledge of cross-culture believing the proposal will speak for itself and the other party has the knowledge which involves the culture, beliefs, values, etiquette and approaches to business, meetings and negotiations the latter will most likely succeed over the rival.

This is so because it is likely they would have endeared themselves more to the host negotiation team and would be able to tailor their approach to the negotiations in a way that maximises the potential of a positive outcome. It is very important to know the commonest basic components of our counterparty’s culture. It is assign of respect and a way to build trust and credibility as well as advantage that can help us to choose the right strategies and tactics during the negotiation.

It is not possible to learn another culture in detail but when something is learnt especially at short notice the best that can be done is to try to identify principal influences that the foreign culture may have on making the deal (Salacuse, 1991). Apart from adopting the other side’s culture to adjust to the business environment, difficulty in finding common ground, focusing on common professional cultures may be the initiation of business relations.

The skills needed to approach negotiation differs across cultures, for instance the Japanese will negotiate in teams and decisions will be based upon consensual agreement while in Asia decisions are usually made by the most senior figure and in Germany, decisions can take a long time due to the need to analyse information and statistics in great depth. Clearly there are factors that need to be considered when approaching cross-cultural negotiation. Through having the skills, business personnel are given the appropriate knowledge that can help them prepare them effectively and this will help succeed in maximising their potential.

CONCLUSION In an increasing global business environment, cultural misunderstandings may sabotage even the simplest negotiation therefore, cross-cultural negotiation skills are an essential, highly accessible resource for navigating boundaries for the success of international mergers and alliances (Brett, 2001). It helps to understand how people from different countries behave and conduct business, also to close deals that create value, resolve disputes to preserve relationships, and make decisions that get implemented around the world.

Cultural negotiating skills are necessary for managing in multinational network organisations. Managers heading abroad to negotiate a deal, businessmen relocating to foreign countries, multicultural teams within large organisations and individuals involved in international merger and alliance activities are those who will benefit having the skills to negotiate and acquire knowledge and development that are indispensable in today’s global business world.

If there is no knowledge of cross-cultural negotiations involved, a great deal of difficulty in understanding the findings of cross-cultural experiments concerning co-operation and conflict will arise because the partner or partner’s identity is not clear to the subjects in the business (Smith and Bond, 1993). Negotiation is a specific type of interaction that should be known to partners and professionals. For mergers and alliances to succeed those involved must also recognise that cultural differences can lead to different behaviours and assumptions at work and that these can sometimes cause misunderstandings or delay.

Despite their risks, mergers and acquisitions are becoming increasingly common events as a result of rapid globalization and it is important for those involved to aim to develop levels of cultural awareness and understanding within organisations so that their clients can operate more effectively and profitably within the global market place. Negotiation helps to put things in context, gives a broader perspective, and increases the likelihood that an agreement that comports well with the interests of constituents will be reached. In addition, careful attention should be paid to the interests of other parties in the negotiation process.

This can help to craft a solution that makes for a successful negotiation (Cohen, 2002). Finally, everyone must do their best to learn about the cultures of their negotiating partners as this drives decisions and the more they comprehend in their strategy and tactics, the greater the likelihood that the agreement they reach will provide their negotiation partner something to bring back to whomever they consider the powers that be. Negotiators need to be well prepared for the beginning, collecting information from possible sources, clarifying their objectives, and setting their limits.

During the negotiation, the relationship orientation is most important. An appropriate emphasis on time should be considered. At the end of the negotiation, consensus is the most important consideration. The success of international business relationships depends on effective business negotiation. If negotiators are well prepared, understanding how to achieve international business negotiation outcomes and the factors relevant to the process will allow negotiators to be more successful. Word count 3,185

Read more

Negotiation Analysis

May 2, 2010 UPS/Teamsters negotiation in 1997 Introduction In 1997 united parcel service and the Teamsters were on table again after 1993’s contract negotiation. It was common since 1980’s that union sent signals to management about large concessions before every negotiation. Union made it clear before the 1997 negotiations started that “These negotiations are about only one thing and that is making improvements that will give our members the security, opportunities, safety, and standard of living that they deserve” (Witt, Wilson, 1999). In 1996 UPS reported $22. 4 billion of sales. 0 percent of the ground package delivery business was under control of united parcel service. UPS had 185,000 Teamsters employees. Majority of these employees were part timers and other full timers. While reported being a profitable company UPS management said that to stay profitable and beat its competitors they need to negotiate the contract wisely and its employees need to cooperate with them. The emphasis on international business and expedited air shipments was driving the growth of the company. The air side of UPS operates virtually separately than the ground operations.

This is where people worked odd hours and had to meet tight operational deadlines. The ground portion also consisted of majority of the part time workers (Budd, 1997). The Teamsters was part of the AFL-CIO. AFL-CIO was a federation consisted of 78 different national and international unions. Overall it had most than 13 million members. Teamster was a big in it as well. It was presenting 1. 4 million members including about 400,000 pensioners both in United States and Canada. Union leaders told its members to be offensive in the negotiation to stay in power.

Teamster had many part timers in their membership and these part timers made 57% of the total UPS employees. These part timers had big stakes in this negotiation and were looking forward to get heard in the negotiation. The subcontracting was a big issue for these part timers which also made a big part of the total Teamster labor membership (Bacon, 1997) & (Witt, Wilson, 1999). Analysis At the time of 1997-contract negotiation, democrats were in power. Mr. Clinton was on the president seat. As democrats are seen historically in favor of the unions, teamster could expect government support for sure.

The 1997 economy was doing great. It had the great combination of strong growth in domestic product, individual income and very low inflation rate. There was also very low unemployment rate at this time. Economy was expanding in year 1997 since 1991 (USDA, 1997). All this was favoring teamster, which was all ready for the negotiation with UPS. Solid economy meant that UPS was doing great in the business. UPS reported a great sale in year 1996, which was, suppose increase in 1997. Management had no reasons to lay back on employee demands. They were in a good position to be more generous and giving to their employees if they wanted.

Low unemployment rates also put UPS in a difficult position. If Teamster wanted to go on strike UPS could have hard time filling all the vacancies. The situation was in great favor of the union side if they wanted to strike (Lecture notes). Initial demands Both sides came with their own plans and claimed their plans to be beneficial to the employees. Both UPS and teamsters saw advantage of controlling the pension funds. Management wanted withdrawal of its contribution to the pension funds. By pulling out of this plan company could be better off financially.

It could cost UPS around $700 million in withdraw liability charges. To get out of 31 multiemployer plans. Instead UPS was willing to contribute $1 billion a year to a single-employer plan. UPS wanted the full control of the pension funds. UPS offered to provide a single benefit pension plan to both full and part time employees. Another offer that management made on the table was to create a new company administered health care program. The union administered the current plan and management wanted full control of the program and promised to provide same existing benefits (Bradford, 1997).

Union opened with demands that it claimed to be essential for its members. These demand included fair wages and decent pensions plan. At the time full time UPS employees earned $19. 50 per hour and also 410 to $11 per hour in fringes. According to the union management their members deserved to be able to live a decent life. Next union concern was about its part time employees. As more than half of the employee working at UPS was part timers, their voice was also strong in the negotiation demands. Union demanded to make these part timers full timers and provide them same wage rate and full timers.

Job security was also an issue that union wanted to be addressed in the negotiation (Bradford, 1997). UPS believed in subcontracted to make company more profitable and union was well aware of this fact. In the previous negotiations UPS had won subcontracting provisions and management wanted to keep this benefit in their plate in this negotiation as well. But, union did not like the way things went in the last negotiation, and this time they wanted to make sure that they do not let management take advantage of subcontracting.

Union was very strong on the belief that its members deserved the job security which is only possible by getting rid of the subcontracting. Job safety and health improvements were also great concerns to the union in this negotiation. Union believed that UPS employee get injured more often safety was a big concern. Union believed that present safety programs were not enough. An improvement was definitely needed in this area as well (Schulz, 1997). UPS strategies To prepare for the 1997 negotiation, Teamster started analyzing management previous and up to date negotiation tactics.

Management strategies included shift of more workload to lower wage part timers and also expand subcontracting. Even though company was making profit at the moment, company wanted to save money to increase its total profit (Witt, Wilson, 1999). Management proposed little wage increase than in the past negotiations. Starting with lower wage increase could benefit the company in counterbalancing any workers proposal during the negotiations. Division among part timers and full timers could also benefit management as both sides would have different priorities and will benefit management on the negotiations table (Witt, Wilson, 1999).

In 1994, when UPS raise the package weight, many reformers wanted to walk out but many old-guard local leaders urged them not to work out. Management believed that same will happen if the members wanted to strike in this negotiation. Management was under impression that if the top union leadership will want to have a strike the old-guard locals will not support it (Witt, Wilson, 1999) & (Bradford, 1997). Union strategies Union was well aware of the fact that membership unity was the key for the success of the negotiation.

To build membership unity union wanted to make sure they everyone is on the same page. Union started a yearlong campaign to well prepare for the negotiation table. Before the contract was expired, union took a survey of all its members. The survey wanted everyone of rank his or her priorities of the demands. The very key thing in this survey was that members were also asked about the activities member were willing to participate to help win this negotiation (Witt, Wilson, 1999). At the end of the surveys completion union had a good idea of what its membership wanted and how the things shall be proceed.

This step helped union gain its members’ confidence and its members also felt being part of the process. The surveys helped Teamster to talk to their members and encourage them to get involved into contract campaign. Teamster’s main mission was to find a common ground for all its membership (TDU, 2007). Union leaders tried emphasizing on the common interests of both part timers and full timers. Union tried convincing its members that no matter whether they are full timers or part timers, the issues they will be fighting for on the negotiation table will be beneficial to both sides.

A better pension plan will benefit full timers as well the part timers as better pension plan will encourage full timers to retire early. Finding this common ground was important for the union, so that it can make management’s strategy of division among full timers and part timers would fail (Witt, Wilson, 1999) & (TDU, 2007). To make its campaign successful teamster focused on building a stronger network among its members. Union tried making as many members possible to get involved in the campaign. Teamsters built a member-to-member network to spread the word about the campaign and to get as many UPS Teamsters involved as possible.

Negotiation Table By knowing exactly what its members wanted, teamster started negotiation by being very aggressive about its demands. On the start of the bargaining, UPS opened by asking for huge concessions. It was nothing new for the Union. It was a very commonly used tactic by the management to stat with low offering so teamsters lower their expectations. Management wanted to make sure that it does not end up giving up too much and by making initial offers very low it can change Teamster’s minds to fight for big concessions (TDU, 2007). There were two big issues where both sides fell apart.

First issue was the pension plan. As we mentioned earlier both sides was benefits in controlling the pension funds. UPS offered one plan on the negotiation table. Under which the future retirees will get monthly benefits equal to $100 each month for each of the years they have worked for the company. Under this plan a full time employee who would retire after working for 35 years for the company would earn $35,000 each month as their pension. Under this plan part time employees were also eligible for the pension plan. The plan offered part timers half of what was offered the full timers.

The previous plan was a multiemployer plan that UPS wanted to get rid of. According to management this new plan would pay employee more than what is being offered under the multiemployer plan. Teamster on the other hand was not willing to change the pension plan. It wanted to keep the multiemployer plan but wanted to improve the multiemployer plan and raise the benefits offered under the plan (Bradford, 1997). Under multiemployer plan UPS was paying for other retirees of Teamster who never worked for UPS. Under multiemployer plan, UPS was subsidizing other companies’ benefits. UPS did not want to do that any longer.

As their mission was to increase company profit and stay in the competition, the best alternative for them was to get out of multiemployer plan and take control of the pension funds. In a statement UPS said that it wanted its money to go to only its employees. Another point UPS made was that company will earn a greater investment return on contributions made to a pension plan controlled by company compare to the multiemployer plans (Bradford, 1997)& 15 & (Krause, 1997). Second big issue that made both sides apart was about part time workers. UPS wanted to keep part timers to stay flexible.

Part time workers have been part of the company since expedited service has started. Company made an argument that not only part timers let company work be flexible but also short length shifts are less tiring than the full-length shifts. Arguments were being made that it is hard for a person to unload or load a trailer for continuously eight hours. When part timers were very beneficial for the company, Teamster was very well aware of that fact that part timers get paid less and receive less benefits compare to the full timers. UPS wanted to continue its expansion of its part timer work force.

Teamsters knew that they had to stop this expansion for its members well being (Krause, 1997) & (Bradford, 1997). Union surveyed many part timers before negotiation started and they found that these part timers did not feel like being important in the company. Many of them were looking for other jobs, as their part time jobs at UPS were not paying enough. Teamsters argued that corporate managers are holding on to the worker’s wages as corporate profits are increasing and executive salaries are also increasing with it. All this is affecting part timer who are facing insecure jobs and a low pay (Grant, 1997).

A final offer on July 30th by UPS did not include what teamster was willing to settle for. UPS offered to start providing 200 new full time jobs per year; expansion of subcontracting for the feeder work and it did not include a decent wage increase for the workers. UPS also stood still on its decision of taking full control of the pension funds. On August teamsters decide to go on strike, the strike which changed the history of labor force forever. Teamster Strike From the very beginning, the union’s contract campaign was designed to build a broad public support.

This support could help teamsters win a good contract or win in a strike if needed. The campaign held a message that Teamster’s fight is not only about fighting for wages per hour but about the future of good jobs. Teamsters spread its word not only within the US but also many European countries where UPS was planning to expand its business to (Witt, Wilson, 1999). Union kept its position strong on the issues of retirement funds and worker’s health insurance. UPS in its previous negotiations also offered the same pension plan but this time teamsters were not willing to play this game.

UPS use to take this offer off the table at the very last minute in return to get union accept other concessions. In the end management asked union for the extension of the agreement but union denied. On August 1997, teamsters went on strike (Witt, Wilson, 1999). Success of Teamsters strike had many reasons behind it. Around the time of the strike UPS owned about 80% of the ground delivery business. Clearly a strike would affect company’s stability and put some economic pressure. UPS was not conglomerate with any company, which could help it get through the strike. UPS workers use to go to each city so it became known very quickly.

Another specific incident that helped this strike was that it happened in August when congress was not in session. During this period it was easy for the Teamsters to get all the media attention they needed (Cabell, 1997). UPS strike also got great support from the international unions of UPS in other countries. This involvement raised the public awareness not only in Unites Stated but also all around the world. When employees in U. S. went on strike employees in many other courtiers participated in activities like sick-out or temporary disrupted package deliveries (Budd, 2008 pg 450).

At the end of 16-day strike union had a solid victory. Where originally company offered only 1000 full time jobs for the part timers ended up creating 10,000 full time jobs. UPS also agreed on keeping the existing multiemployer pension plan. It was a big victory for Teamsters. Besides winning on the two biggest issues Teamsters also won on others concerning issues. There was $3. 10 an hour wage increase over the course of 5 years contract period for the full timers. UPS originally offered only $1. 50 an hour increase. Part timers also got wage increase more than what company originally has offered.

They got $4. 10 per hour wage increase where company originally has offered only $2 an hour. There were also limits on subcontracting on the final contract (Cabell, 1997) & (Schulz, 1997). Summation As we mentioned earlier political, economic environments were in favor of the union. Both sides referred to the previous negotiations and based on that built their tactics for 1997 negotiation. It was a distributive bargaining where both sides wanted to gain as much possible. One could say that union was being selfish on many aspects where it wanted more and more for its members.

As it is a case in any distributive bargaining, both sides wanted more in their favor. There was no effort for mutual understanding and finding a common ground. Beside one or two issues almost every other issue could be resolved with little decent effort made by both sides. Both sides had strategies and both sides tried knowing what was going to be on the negotiation table. Based on our above analysis we can say that union was more successful in knowing management strategies and planning ahead for any of the management’s tricks. Union strength was not clear to UPS until it showed it power by pulling out a successful strike.

Strike cost UPS millions in lost sales during the strike. Everybody seemed to be having won but UPS. More losses were alarming UPS as many shippers threatened to permanently shift to non-union competitors. Questions arise like what went wrong in this negotiation which leads to strike and whether teamsters were being simple selfish in what they wanted. UPS employees were enjoying relative job security at the time. Also, the turnout rate at UPS was low compare to the industry-wide rate. In many special jobs task managers like first-line managers were being paid the highest wages in the industry.

The executives at UPS were not getting paid outrageously (USDA, 1997). Management might not have thought union will be that aggressive as it came out to be. There was a wall, which stopped each side from understanding one another. A good relationship of 82 years was broken with this strike. UPS and Teamsters needed to understand each other’s priorities and strengths. Trying method of interrogative bargaining could help both sides reach to an agreement without strikes and economic losses. In order to accomplish this, both sides must realistically share as much information as they can to understand each other’s interest.

A key for the Teamsters strike was its successful attempt to mobilize higher ranks. Involvement of the key individuals in favor for the strike was very important part of the successful strike. Next key for the Teamster success was to be able to know the issue that resonates with the general public. It was very important for UPS to know what Teamster’s strength was. Underestimating labor power was a key mistake that the management seemed to have made. Only an open and honest relationship among the management and Teamsters can help avoid strikes in future. References: 1. Witt, Wilson, Matt, Rand. The Teamsters’ UPS Strike of 1997: Building a New Labor Movement. ” Labor Studies Journal. 24. 1 (1999): 58-72. Web. 22 Apr 2010. http://www. accessmylibrary. com/article-1G1-54517324/teamsters-ups-strike-1997 .html (Pro-union) 2. TDU, “1997 ups contract: year-long contract campaign key to win”, Teamsters for a Democratic Union. 03-06-2007, Web. 29 Apr 2010. http://www. tdu. org/node/5252 (Pro-union) 3. Cabell, Brian. (1997, August 20). It’s official: teamsters end ups strike. Retrieved from http://www. cnn. com/US/9708/20/ups. update. early/ (Neutral) 4. Bacon, David. (1997, August 24).

The Ups strike – unions win when they take the offensive. Retrieved from http://dbacon. igc. org/Strikes/07ups. htm (Pro-union) 5. Michael Bradford. (1997, August). UPS, “Teamsters boxing on benefits”. Business Insurance, 31(32), 1,25. Retrieved April 29, 2010, Business Insurance v31 p1, august 11, 1997. (Neutral) 6. JOHN D. SCHULZ. (1997, August), ‘Digging In’. Traffic world. V251 p10-13 august 18’97. http://vnweb. hwwilsonweb. com. ezproxy. lib. uwm. edu/hww/results/results_single_fulltext. jhtml;hwwilsonid=KSIR1EBXDQ24PQA3DILSFGOADUNGIIV0 (Neutral) 7. Kristin S. Krause. “Part-Time and Pensions. Traffic World v251 p11-12 August 11 ’97. (Neutral) 8. John D. Schulz. “Keeping the dream Live,” Traffic World v249 p33 March 17, 1997. (Neutral) 9. John F. Budd. “What the Teamsters Knew. ” Budd Jr. , John F, Initials. (1997, Nov-Dec). What the Teamsters knew. Across the Board, 34(10). (Neutral) 10. GRANT, L. (1997). ‘How UPS Blew It. ” Fortune, 136(6), 29. Retrieved from Master FILE Premier Database. (Pro-management) 11. Henry R Hoke. (1997, September). “The UPS strike’s winners and losers. ”Direct Marketing, 60(5), 80. Retrieved April 29, 2010, from ABI/INFORM Global. (Document ID: 15113521). (Neutral) 12. John J. Schulz. August,1997), Many Winners, One Big Loser. Traffic World v251 p11-12+ August 25 ’97. (Pro-union) 13. USDA. The 1997 Economy: An Overview. (1997), Economic research service. Web: http://www. ers. usda. gov/publications/aer780/aer780b. pdf (Neutral) 14. Robert J. Grossman. “Trying to heal the wounds – human resources management at United Parcel Service of America Inc after a labor strike. ” HR Magazine. Apr, 2010. http://findarticles. com/p/articles/mi_m3495/is_n10_v43/ai_21136884/ (Pro-management) 15. Budd, John W. Labor Relations: Striking a Balance, 2nd Edition, McGraw-Hill Irwin Publishing: Chicago, 2008. (Neutral)

Read more

Cross Cultural Negotiations

According to Anjan Dasgupta, negotiation is “the process of communicating back and forth for the purpose of reaching a joint agreement about differing needs or ideas” (Dasgupta 2005). Negotiation is something that we do all the time wherein we apply in both social circumstances and business purposes. We use negotiations in order to make a choice or to arrive at a certain agreement. Negotiation is usually considered as a compromise to settle an argument or issue to benefit ourselves as much as possible or at the very least, arrive at a mutually agreeable outcome (Faure and Gunnar 1993).

A necessary tool for negotiation is the communication process as individuals may have opposing views and opinions. Furthermore, the communication process serves as the link that will be utilized to negotiate an issue or argument, whether it may be person to person or through letters and phone calls. Negotiation can become more complicated when the parties involved in the negotiation come from different cultures.

This has become more evident today due to the increasing phenomenon of globalization that has resulted to international ventures and relationships that require individuals, companies and organizations to conduct negotiations with several people from various countries and cultures. As stated by Jeswald Salacuse, “Culture is a powerful factor in shaping how people think, communicate and behave. It therefore affects how they negotiate” (Salacuse 1993, p199). As such, this paper will attempt to establish the significance and effect of culture on negotiations.

The paper will define culture and the important role it plays during the process of negotiation.

References:

Dasgupta, Anjan (2005). Cultural Dynamics in International Negotiations. Retrieved October 24, 2008 from http://ssrn. com/abstract=651185 Faure, G. & Gunnar, S (1993). Culture and Negotiation: An Introduction. In Culture and Negotiation. Edited by Guy Oliver Faure and Jeffrey Z. Rubin. Newbury Park, CA:Sage Publications, Inc Salacuse, J (1993). Implications for Practitioners. In Culture and Negotiations. Edited by Guy Oliver Faure and Jeffery Z. Rubin. Newbury Park, CA: Sage Publications,

Read more

Honesty in Negotiation

Furthermore, author accepts the complexity of exception and discusses different situation where deception can be accepted. For instance, he mentions concealment or failure to reveal as a form of acceptable behavior in some situation that involves negotiation. To my opinion, failure to reveal is not acceptable in the situation when something very important is strategically hidden from opposite side, which can completely change the direction of negotiation.

Further author discusses other unacceptable forms of influences that are broadly used in bargaining, but proofed by multiple research groups to influence human reception and decision-making skills National Center for Biotechnology Information unacceptable and shouldn’t be used in negotiation. In addition, scarcity, as a form of influence where final decision is affected by impression about the scarcity of the resource, should also be prohibited in negotiation. I believe practice of such forms of influences should be considered manipulations and unacceptable in bargaining.

The only time when such forms of influence can be acceptable is when they happen naturally, and not planned in advance as part of negotiating strategy. In addition, people should know in advance and be aware of the presence of natural forms of influences, so they can base their decisions accordingly and independently from those influences. As a result, the main point is the importance of making people aware of any forms of influence to demonstrate your respect of their right to know the most accurate information so they can make the most ethically responsible decisions as they can.

In other words, treat people the way you want to be treated. For instance, if people are made aware of incomplete information prior to agitation, then it can help them make more rational and informed decisions. Furthermore, author discusses deception about reservation prices, where deception can be more acceptable in some situations. For instance, most of the time before the negation people have firm idea of what result they expect. However, during negotiation process people can change their mind, or can be persuaded into changing their mind.

In fact, experienced negotiators can estimate many different directions the negotiation can take, and base their negotiation behavior and actions accordingly. For instance, experienced used car salesman can change the mind of the beer who is trying to negotiate the price down by explaining all great option car has, including low mileage, clear past accident report, great maintenance report. The car salesman genuinely believe into the value and quality of the product he is trying to sell, and at the same time he is trying to convince the customer that the vehicle is priced right.

As a result, the customer is convinced and agrees to buy the car for the listed price. I think this form of influence is acceptable and ethical, because salesman uses his expertise and knowledge in negotiation to convince the customer to buy the vehicle. As buyer got more information about the car of his interest, he became aware of new considerations about the value of the vehicle, and as a result he has changed his mind. I believe such form of influence is normal part of negotiation process. A common type of deception, according to the author, is vagueness or ambiguity during the negotiations.

In fact, such techniques are commonly used for indirect communication, where negotiators have limited trust for one another. According to author, these techniques are used for self-protection, where negotiators are not completely open, but not for the purposes of confusion or selfish gains. I believe in situation like this, it is acceptable to use vagueness or ambiguity during negotiations, and I wouldn’t classify it as an actual deception. However, it would be the exclusion from the rule, rather than a rule. Most of the times vagueness or ambiguity is used to mislead or confuse the negotiator.

In addition, author discusses further that trust is very important, and if there is no trust, then it is unfair to risk everything for the interest or moral rights of others. Author also puts special emphasis on the importance of fairness. Author explains that since negotiation takes place in the untrustworthy environment, fairness plays key role in building that trust ground, so both parties can further involve and participate in the equally honest negotiation. I believe honesty helps to build trust and is the most important part of an effective negotiation.

Read more

The History Of The Food Choice Negotiations Education Essay

Table of contents

To offer a representation of the organic nutrient pick procedure based on the findings of this survey, a conceptual theoretical account was drawn up ( Figure 1 ) . The theoretical account consists of 4 cardinal concepts ( personal properties, personal context, nutrient values and external influences ) that contribute to the factors involved in nutrient pick dialogues.

Food brushs vary harmonizing to single experiences. These experiences are enriched as life style, age and personal demands alteration over clip. Based on experiences shared by participants on their nutrient pick behavior, the alteration in nutrient picks based on age and careful considerations due to income capacity was noted in nutrient pick considerations. Though minimum mentions associating gender types to organic nutrient pick were highlighted, the function that adult females played as cardinal nutrient pick shapers showed its impact on organic nutrient pick. In this survey, the undermentioned facets of personal context peculiarly the individuality assumed by participants was noted to act upon organic nutrient picks made.

To exemplify the procedures involved in organic nutrient pick, factors of influence identified were evaluated for similar effects based on its properties and the nature of its impact. Common factors were categorised into subjects and labelled consequently. Based on the combined findings obtained from the impact of factors of influence, nutrient pick dialogue spiels and organic nutrient perceptual experiences and attitudes, a representation of the organic nutrient pick procedure was developed. A theoretical account picturing the flow of organic nutrient pick was proposed and used to depict the procedure of organic nutrient pick happening among Singaporeans.

Choices made sing organic nutrients, like other nutrient types are based on attitudes and perceptual experiences held towards it. These form ideas about organic nutrient that guide involvement degrees and purchase purpose. When sing organic nutrient picks, several factors of influence are known to be involved in the dialogue procedure. These factors are deliberated at changing degrees depending on its associated grade of significance. In placing the factors of influence involved in organic nutrient pick, themes extracted from participants ‘ conversations were evaluated for common togss and categorised for a better representation of its influence. The following are the thematic groups categorised based on the assorted factors of influence.

An analysis of motives for and against organic nutrient pick was conducted through interviews with participants. The interviews offered a deeper apprehension of organic nutrient perceptual experiences as participants shared in item the assorted considerations and value fond regards involved in organic nutrient determination devising. The significance of values is evident as participants often focused on selected grounds for involvement or deficiency of involvement in organic nutrients. Value dialogues emerge in the conversations as participants attempt to warrant their sentiments and judgements on organic nutrient within the local context. This uncovers cardinal values involved in organic nutrient pick considerations and provides the footing for farther probe.

Value dialogues were observed in many participants ‘ nutrient pick considerations. The demand to run into demands, fulfill demands and satisfy penchants guided value considerations. Valuess were re-evaluated for prioritisation to simplify determinations. Lowered outlooks held for certain values were besides noted in accomplishing desired results in concluding determinations.

In the procedure of nutrient dialogue, several schemes were adopted by participants in their efforts to decide value struggles happening during organic nutrient pick considerations. These schemes involved equilibrating Acts of the Apostless such as irregular purchase or purchase of limited assortments of organic nutrients and prioritisation of values harmonizing to state of affairss.

Based on this survey, similar values in struggle were observed among several participants in changing state of affairss. Common values such as affordability, wellness, nutrient safety and convenience often dominated nutrient pick considerations peculiarly with respects to organic nutrient pick. These common values including others that were invovled in nutrient dialogues among participants were identified as nucleus values responsible for organic nutrient pick considerations.

Assorted factors of influence impacting organic nutrient pick were described by participants in this interview. The impact of these factors ranged from personal context, merchandise offerings to the consequence of external influences. Participants shared on what organic nutrients offered them, concentrating on merchandise properties and the impact external influences had on their picks.

Percepts of organic nutrient were besides noted as participants describe their sentiments and experienced with organic nutrient. Their attitude towards organic nutrient was noted as they shared on the impact of external factors on their determination to buy organic nutrient. Reasons for involvement and disinterest in organic nutrient highlighted participant ‘s attitudes towards organic nutrient pick.

Reasons for involvement in organic nutrient revolved around the benefits conferred by the merchandise attributes of organic nutrient. Naturalness, higher alimentary belongingss and enhanced centripetal entreaty of organic nutrient were responsible for increased involvement in organic merchandises. These properties besides formed the footing for conditional purchase of organic nutrients for several participants.

The function of participants in life, peculiarly as household members and parents were seen to play an of import portion in nutrient pick determination devising. The individuality adopted in assorted state of affairss guided the values sought for when sing nutrient picks and organic nutrient was considered based on carry throughing cardinal values such as wellness and nutrient safety.

For some participants, changing involvement degrees in organic nutrients was influenced by external influences such as handiness of organic merchandises, handiness of organic shops, societal influences and cost. Interestingly, deficiency of involvement in organic nutrients was besides attributed by similar external influences every bit good. These were considered under conditional fortunes and weighed based on single capacity and demands.

The factors of influence identified were deliberated against personal nutrient values held by participants. These nutrient values played important functions in the considerations made towards organic nutrients picks. In contemplating the organic nutrient pick, personal nutrient values of nutrient safety, wellness, entreaty, ethical belief, trust, cognition, relationships, affordability and convenience were used as criterions against which organic nutrients were measured. Measurement of organic nutrient was reflected in the ability to run into single ‘s demands, household demands and ends of ingestion.

III Food pick dialogues

Scripts related to personal nutrient values and factors of influence were closely examined for happenings of outlooks, comparings, need fulfillment and balancing Acts of the Apostless taking topographic point as people considered organic nutrients. Using discourse analysis, a thorough scrutiny of selected books was conducted to foreground value dialogues happening as participants weigh their demands against the merchandise offerings of organic nutrient. As participants consider their picks in visible radiation of on-going external influences such as the local nutrient context, resource capacities and societal dealingss, schemes adopted to make a balanced point of view or considered determination are uncovered. These schemes and dialogue forms offer a clearer apprehension of the nutrient pick procedure involved for organic nutrient merchandises.

Organic nutrient pick determinations are motivated by personal values which are embedded in nutrient experiences encountered in society. These personal nutrient values are formed harmonizing to people ‘s beliefs, demands and desires sing nutrient. These values are negotiated and compromised to bring forth a balance position that guides the perceptual experience and attitude of organic nutrients. To better understand the procedure of organic nutrient pick, a closer scrutiny of how personal nutrient values are considered in nutrient pick determinations was conducted. Below are selected remarks taken from interview books to exemplify the diverse and complex value dialogues that occur in organic nutrient pick considerations.

In the first section of the interview session, participants were requested to portion their experiences and ideas on their current nutrient wonts. They were guided towards ideas on their nutrient pick behaviors such as types of nutrients preferred, common wonts when taking for nutrients, topographic points of purchase and willingness to seek new nutrient types. As these were approximately general nutrients wonts, it facilitated easiness of sharing. Understanding nutrient pick habits offers a broader position of the nutrient pick considerations of Singaporeans. Participants were so asked to portion on celebrated alterations in nutrient wonts happening in across their life.

Food wonts and its alterations in life revealed factors of importance that influenced nutrient pick determinations. These besides offered insight into the personal nutrient values held by participants as organic nutrient picks were contemplated. Food pick behavior of participants in this survey were besides evaluated based on their involvement degrees in organic nutrients, penchant towards nutrient picks and experiences with nutrient. Due to the little figure of participants in this survey, findings from this analysis reflect some of the nutrient pick behavior of Singaporeans.

Food pick wonts

At the beginning of the interview, participants were requested to portion their nutrient purchasing wonts and purpose of purchase. Participants shared that nutrient picks made were based on nutrient beginning dependability, quality merchandises such as freshness, long term storage, pleasingness and good looking merchandises. Food picks were besides dependent on cooking manners peculiarly Asiatic cookery manners and culinary art. Food options revolved around handiness of merchandises suited for the coveted culinary art. Most participants mentioned trying to choose for healthy nutrient picks which included more veggies, whole nutrients and less processed nutrients.

With respects to participants purchase purposes, run intoing wellness demands for betterment of current wellness status, recovery from unwellnesss and wellness bar intents were cited as cardinal considerations in nutrient picks made. This was peculiarly noted among nutrient picks made by participants with kids. Food picks were besides made based on kids ‘s gustatory sensation involvement and demands. Another ground mentioned for involvement in wellness nutrient wonts was involvement in fittingness. Several participants shared on their alterations in eating wonts based on involvement in losing weight, remaining tantrum and qui vive.

The exposure to information on alternate nutrient picks such as organic nutrient was reported as grounds for alterations noted in nutrient picks. Increased handiness of information through the local media, health-related magazines and web site had raised people ‘s consciousness on populating a healthy life style. With the ability to do more informed nutrient pick determinations, alterations in nutrient choice wonts were mentioned.

Past experiences with nutrient was observed to impact involvement in nutrient and affected nutrient picks over clip. The influence of parents on eating wonts was described by some participants as holding a permanent consequence on their nutrient picks. Some shared on wellness witting eating picks encouraged by parents while others mentioned limitations experienced in nutrient picks made by their parents. Some participants shared on their alterations in eating wonts as they transited from young person to adulthood. During young person, less attending was paid to wellness and picks were made to fulfill gustatory sensation and appetency. With age and higher disbursement power, more nutrient options were accessible. It was noted among several participants that with age, involvement in wellness consciousness was increased therefore taking to greater focal point on wellness nutrient options.

Food experiences encountered during interaction with friends and people from assorted backgrounds were besides shared by participants. Some participants shared on their alterations in nutrient wonts after exposure to alternative nutrient beginnings such as organic nutrients during their stay overseas and the influence of interaction with organic nutrient advocators.

Interest in organic nutrients

Interest degrees in organic nutrients varied among participants for different grounds. Eighty-eight per centum of participants interviewed in this survey purchased organic nutrients at least one time a twelvemonth ( 16 purchased hebdomadally, 20 purchased at least one time a twelvemonth and 5 ne’er purchased organic nutrients ) . Participants who were interested in organic nutrients had positive experiences based on past organic nutrient ingestion and tests. Some were motivated by wellness grounds or were encouraged by friends and household. For others, involvement in organic nutrients was dependent on merchandise entreaty, temper, increasing presence of alternate picks. Curiosity and willingness to seek new types of nutrient were besides attributed to increasing involvement in organic nutrient merchandises. Some participants shared that organic nutrient pick had become a lifestyle alteration and continual involvement in organic nutrient as a nutrient wont was maintained through exposure to more information on natural and organic nutrients.

Those interested in organic nutrient exhibited personalities such as willingness to seek new nutrient types and openness to information about alternate nutrient types. Health witting behaviors, healthy feeding picks and willingness to go in hunt of healthy nutrient options were besides features described by those interested in devouring organic nutrients.

Lack of involvement was noted in 12 % of participants who were deterred from buying organic nutrients due to common wonts of buying certain nutrient types, deficiency of a compelling ground to pass more on organic nutrients, big assortment of non-organic nutrient options available, absence of involvement, minimum apprehension of the benefits of organic nutrients, handiness and cost issues. Some participants shared that their deficiency of involvement was based on the absence of sufficient informations to turn out the benefits of organic nutrient promised. Higher cost and limited assortment available added to the neutrality experienced.

Those who lack involvement in organic nutrients or ne’er considered organic nutrient options described themselves as non being adventuresome in seeking new nutrient types and preferred to adhere to habitual nutrient options. Some considered themselves conservative feeders while others were apathetic to new nutrient options due to past nutrient wonts.

Drumhead

Food pick behaviors are based on people ‘s wonts and involvement in nutrient. In this survey, participants shared their nutrient wonts, experiences and alterations observed over time.rephrase Interest in factors related to merchandise properties, run intoing the demands of peculiar culinary art and wellness attention were some of the cardinal focal point of nutrient pick. Fitness attention and involvement in carry throughing kids ‘s demands were besides cited as purchase purposes among participants.

External factors that affected alterations in eating wonts included exposure to information on healthy nutrient picks, increased income capacity and societal exchanges on nutrient experiences. Age alteration was besides another factor shared by several participants that impacted nutrient picks made peculiarly in position of continuing wellness.

Reasons for involvement and disinterest in organic nutrients reveal to us certain factors which are valued in people ‘s nutrient considerations. Interest in organic nutrients was seen to be motivated by wellness consciousness, merchandise entreaty and benefits offered by alternate nutrient picks. Issues refering to handiness, cost and deficiency of sufficient information were cited as grounds for neutrality in organic nutrients.

Examination of participants ‘ nutrient wonts, behaviors and involvement in nutrients reveal cardinal motive factors that influence nutrient picks. An rating of these factors would supply grounds for its significance in nutrient pick peculiarly towards organic nutrient pick. It besides highlights assorted personal nutrient values sought for in nutrient determinations. In subsequent analysis, a closer probe of these factors would be conducted as participants portion their positions on organic nutrients.

II Factors of influence and perceptual experiences of organic nutrient

In the undermentioned section of the interview, participants were requested to portion freely on their ideas about organic nutrients including what it means to them and if they considered buying organic nutrients. Participants were asked to portion their sentiments and their grounds for involvement or disinterest in organic nutrient. Common themes related to organic nutrient pick were identified utilizing a combination of conventional and directed analysis methods. Emerging subjects from interview books were corroborated with findings from similar research on organic nutrient pick. The subjects were so evaluated for its relevancy in organic nutrient considerations and labelled consequently under the term ‘factors of influence ‘ . These factors are believed to undergird people ‘s organic nutrient pick determinations. Interview books related to these factors of influence were extracted and analysed separately for its impact on organic nutrient pick. Using discourse analysis, books refering to each factor of influence were closely examined for its significance and part to organic nutrient pick determinations.

Organic nutrient perceptual experiences and attitudes are formed through assorted influences including personal experiences with nutrient and external affects through societal interactions. The formation of perceptual experiences and attitudes occur over clip as people indulge in exposure to more information on nutrient and regular contact with the local nutrient environment. In this survey, participants shared their perceptual experiences and attitudes to organic nutrient as they deliberated nutrient picks through their conversations. Their perceptual experiences on organic nutrients are revealed as they refer to assorted factors of influence that play a portion in their determinations.

Read more
OUR GIFT TO YOU
15% OFF your first order
Use a coupon FIRST15 and enjoy expert help with any task at the most affordable price.
Claim my 15% OFF Order in Chat
Close

Sometimes it is hard to do all the work on your own

Let us help you get a good grade on your paper. Get professional help and free up your time for more important courses. Let us handle your;

  • Dissertations and Thesis
  • Essays
  • All Assignments

  • Research papers
  • Terms Papers
  • Online Classes
Live ChatWhatsApp