Key Features and Types of Project Negotiation

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Negotiation can be described as an attempt by two parties to achieve a mutually acceptable solution. It is one of the significant soft skills. Negotiation ought to not bring about a winner and a loser. Both events must be prepared to present in fairly to acquire their goals. The artwork of negotiation is primarily based on attempting to reconcile what incorporates a good outcome for you with what upload up to an excellent end result for the other celebration. Some primary skills you will need to negotiate consist of the capacity to define a number targets, the capability to discover a huge variety of alternatives, and the capability to prepare properly. You should be capable of listen and question other events, and you need to be able to prioritize in reality. In daily life we are worried with negotiations at typically; this may be when discussing pay phrases or running conditions; when writing down job roles or areas of duty; when we are in a commercial section to close a purchaser contract; or, whilst coping with things like deliveries, first-class, and prices of products. Although there are multiple critiques, many formal definitions of negotiation have similarities; don't forget the subsequent definitions:

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the process of communicating back and forth for the purpose of reaching a joint agreement about differing needs or ideas

a process by which we attempt to persuade people to give us something we want in exchange for something else.

These definitions have some commonplace factors. For example, negotiation is a technique that entails two or more human beings the usage of persuasive communications to fulfill their desires. Also, the human beings involved enter the negotiations due to the fact they consider they can satisfy their wishes with a better answer than they might have obtained in the event that they had acted alone. Project managers should know many aspects of negotiation; here we briefly discuss some of them.

Project negotiations are usually ongoing, which absolutely applies to task managers. The nature of a task supervisor's negotiations ranges from habitual to specific. They are comparable in that the primary motive of negotiation is to clear up a few wars. They are distinct in a mission manager's days are rarely routine on the micro stage. The nature of the warfare or sources to be allotted can range considerably. The venture manager may additionally help to solve other conflicts, consisting of disagreements on how to clear up a problem. However, not each message is a negotiation. Clampitt described 3 usual types of verbal exchange fashions.

The Arrow version is used to send a message to a person with none wants for comments. One trouble with the Arrow model is that the sender of the message does not recognise if the receiver definitely received and understood the message. “Noise,” as a widespread time period, is often the wrongdoer in the incomplete receipt of messages.

The Circuit version takes care of this incomplete reception hassle by adding a comments loop to the sender. The fundamental assumption of Circuit managers is that Understanding = Effective Communication. From a negotiation angle, the belief that information is the same as agreeing is a fundamental flaw.

Clampitt described the 3rd conversation version as a Dance, in which the conversation between parties flows backward and forward. Each celebration listens and responds in an attempt to influence the other. The end result may be different than the place to begin of either celebration. In this context, negotiations follow the Dance model. While a task manager's conversation can tell and even affirm, negotiation entails the Dance. Project management provides a framework or approach for negotiation. The PMBOK® Guide describes five project process groups: Initiating, Planning, Executing, Monitoring and Controlling and Closing. Similarly, negotiation has three overall process groups:

  • Planning
  • Engagement
  • Closing.

As expected, planning involves the preparation for the negotiation with the other party. It encompasses each the initiating and making plans technique organizations of challenge management. Engagement is the real negotiation and it ends with either a collectively proper agreement or an impasse. Engagement aligns with the executing and monitoring and controlling method organizations of task management.

Skulmoski and Hartman identified the negotiation sub-talents most wanted by means of task process businesses. Persuasiveness is the top sub-talent wanted throughout undertaking initiation. Consensus constructing is the top sub-ability for the final three assignment method companies, as defined by means of Skulmoski and Hartman: planning, implementation, and closeout. In addition, they diagnosed warfare/dispute decision as any other top sub-talent for implementation.

Nelson proposed two wide categories —manner-related and final results-associated —with 3 criteria in each. Nelson's system-related class changed into composed of time, cost, and product. The outcome-associated category included use, studying, and value. In a manner, these outcome-related metrics represent stakeholder pleasure.

Project fulfillment consequences from the accomplishment of programmed criteria; but, no longer these kinds of criteria are quantifiable. This raises the possibility that stakeholder expectations may be fashioned, and negotiation abilties offer the platform for those discussions. Closing is the paintings required to enact the jointly suited settlement. Make sure to apply the strengths of the personalities for your team to develop a strategy. If viable, pass over earlier than the important assembly, and determine on the roles inside your team. Who could be the leader, the best man, the bad guy, the difficult liner, and determine how you may take care of these characters at the opposing group. Make sure the whole crew is briefed, and work collectively to achieve your goal. And, in the end, there may be the ultimate part wherein the deal is wrapped up, situations are agreed on and written down. Watch out for the ones essential non-verbal indicators. Pay interest to cultural differences, and take note of changes in tone.

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