Download Best Practice Workplace Negotiations by Richard A. Luecke PDF

By Richard A. Luecke

ISBN-10: 0761214798

ISBN-13: 9780761214793

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Extra resources for Best Practice Workplace Negotiations

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It all begins with understanding interests: yours and those of the other party. We’ll have more on understanding interests and creating value through trades in Chapter 4 of this course. Exercise 2-2 Pursuing the Win-Win Can you think of win-win examples from your work experience? Perhaps you’ve asked your boss for a raise. “I don’t have the money in my budget for a raise,” she replied, “but I can offer you something that may be more valuable to your career in the long run. I could, for instance, assign you to the team that will be developing and administering our customer satisfaction survey.

A. Price is all that matters. b. There is no expectation of a continuing relationship with the other party. c. One side has much greater bargaining power than the other; it can impose its will. Exercise 2-1 continues on next page. org/ TWO DIFFERENT APPROACHES: WIN-LOSE AND WIN-WIN 19 Exercise 2-1 continued from previous page. 2. If the buyer were unable to negotiate a satisfactory deal with the car salesperson, what option would be open to him or her? WIN-WIN Very few negotiations involve a fixed value or a commodity product.

Now answer the questions. 1. Which if any of the following are indicators that this is a win-lose negotiation? Explain your answer. a. Price is all that matters. b. There is no expectation of a continuing relationship with the other party. c. One side has much greater bargaining power than the other; it can impose its will. Exercise 2-1 continues on next page. org/ TWO DIFFERENT APPROACHES: WIN-LOSE AND WIN-WIN 19 Exercise 2-1 continued from previous page. 2. If the buyer were unable to negotiate a satisfactory deal with the car salesperson, what option would be open to him or her?

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Best Practice Workplace Negotiations by Richard A. Luecke


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