MGB225 Reflection Essay PDF

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Cover Page MGB225 Intercultural Communication and Negotiation Skills Individual Reflection

Title of assessment: Individual Self-Reflection Student’s name: Jingya Yan Student ID: n10626620 Tutor’s Name: Nasreen Sultana

Word count: 1.0 Introduction (50 words approx.) Very briefly introduce the content of the essay. You will write a reflective report that identifies 3 (three) critical incidents or events during the negotiation simulation in week 10,

This essay will identify three critical incidents or event during the negotiation simulation.

2.0 Reflection on critical incidents (400 words for each incident approx.) You will write a reflective report that identifies 3 (three) critical incidents or events during the negotiation simulation in week 10, that can be explained by the any of the following negotiation topics: Conflict Handling (Week 8a), Team and Multiparty negotiation dynamics (Week 9b), Communication in Negotiation (Week 10b); Persuasion, Power and Leverage in Negotiations (Week 11a), and Ethics and Best Practices in Negotiations (Week 11b). When you are describing each critical incident, you need to justify why each was important to the way you personally acted or responded within the simulation. You will then use one of the negotiation topics (a different one for each critical incident) to explain why you personally acted or responded the way you did within the simulation. You will conclude your report with a reflective statement of what you have learnt as an individual and team negotiator participating in the negotiation simulation.

First critical incidents Situation/event/incidents:According to our negotiation plan, our team was following integrative negotiation strategy to ensure win-win outcome by meeting the need of viable infrastructures for both parties and to build a long-term relationship after the negotiation ends. But if the

price is over the budget, distributive strategy would have to be used. . Task: As an observer, I need to listen carefully to other team’s needs and price conditions to maximize the interests of our team and propose to the other team our acceptable range when the interests of my team are endangered or conflicts of interest arise. Action: I think that the price condition proposed by the other party is much higher than our acceptable range. I think it is unreasonable and I want to propose it to the other party. However, when I was ready to propose, a member of our group interrupted my output and accepted the other party’s unreasonable price conditions. Since the leader of our group did not listen to my views nor the willingness to communicate and cooperate with me, the other party continued to put forward nonacceptance conditions and believed that we would easily compromise, resulting in our team’s negotiation at a disadvantage position and loss a lot of money for our company. Reflection: firstly, everyone has inherent conflicts. According to Thomas-Kilmann model, I am not a person with a high degree of cooperation and assertiveness (Zaremba, R., & Kersten, 2006). According to Trippe & Baumoel (2015), individuals agreeing to create harmony even if

the outcomes are suboptimal or harmful. Thus, I prefer to adopt an avoidable style when I was facing an uncomfortable conversation or situation in the negotiation simulation (Trippe & Baumoel, 2015), moreover, it is even difficult for me to accommodate in a conflict situation that may occur, but I will try to maintain the interests of our group. Then I think the situation that will cause the loss is result from the lack of trust between team members and leaders. In addition, based on the inaccurate perception of the price conditions and demands that put forward by other team’s members, we did not communicate instantly to avoid conflicts, so poor communication can also cause conflicts of interest and cannot be resolved

Second critical incidents Situation/event/incidents: during our negotiation simulation in week 10, It was only in the negotiation process that we realized that our preparations were not adequate, and the assigned tasks were not shown in the negotiation for each team member, so the leader took on the heavy responsibility in the negotiation process. Task: Before the negotiation, we will conceive of the situation that may occur in the negotiation and discuss and prepare related backup plans or tactics with the team members for emergency situation. When the other party put forward additional conditions, they acquire us accept as soon as possible and did not recognize that we need sufficient time to discuss, Therefore, the leader of our team felt very panic and did not change the response plan flexibilitily and accepted In response to the opponent’s request immediately, the members of our team were very confused and shocked. Because the leader did not show any extensions or sign to indicate to the opponent that we need a certain amount of time to discuss for their offer. Reflection: i think our leader consider as a less powerful negotiator, he worried more about the potential threats, inhibition of action, and careful attention to others during the negotiation (Nelson, Bronstein, Shacham, & Ben‐Ari, 2015), which may influence the process of negotiation simulation. Furthermore, low-power negotiators tend to be influenced by their opponent’s expressions of anger and tend to make larger concessions than when no anger was expressed. However, it also fail to take other counterpart’s perspective to come up with acceptable result. Then I think this situation is result from the lack of trust between team members and leaders. Polzer found that team members – both from within and between negotiating teams – perceived their counterparts to be less trustworthy and cooperative than individual negotiators Lack of trust negatively affects negotiations Ability and willingness of negotiators to openly discuss goals and interests reduced Less likely to search for commonality among others’ goals and interests Preparation is essential for any negotiation. The team needs to clarify: Goals BATNAs Agenda Role of each member Responsibilities before, during, and after agreements are made

Situation:

According to our negotiation plan, our team are mainly focus on the the outcome rather than meeting needs of two parties which directly relate to how much our team need to pay for the timber. Task: I could respond with what I know and can share and then ask another question this situation but we need to understand our motivations and bottom line, and hide the real offer to achieve the maximum value of our team’s sales goals, while maintaining the satisfaction and continued sales willingness of other teams Action: I was trying to absorb the important information but there are too much information during the increase of ‘noise’ environment and not perceive the importance of the message And then I am not ready to answer the other team’s question”this is our final offer” and I keep silence, they considered that we accepted it and then “make a deal” Reflection: I think I was listening passively during that situation and it leads to the opposite team misunderstanding my non-verbal signal Improve your ability to send clear messages Send messages that directly express and address your wants, needs, and opinions Use behaviors that demonstrate you are a good listener during negotiations communication aimed at creating value (Olekalns and Smith 2000), and effective messages transaction, which all have positive effects on reaching an agreement between two parties. However, inefficient communication may negative affect the process of negotiation (Filzmoser, M., Hippmann, P., & Vetschera, 2016)

3.0 Lessons learnt as an individual and team negotiator and future development activities (250 words approx.) Reflect on what you have learnt as a negotiator and team player based on the previous analysis of the critical incidents and discuss at least 3 development activities you will undertake to become a better negotiator. Improve your ability to send clear messages Identify and reduce barriers associated with ineffective communication

Spend more time planning than negotiating Use a problem-solving rather than competitive perspective

References QUT APA 7 for all referencing. Refer to CITE WRITE on the library website for details. Nelson, N., Bronstein, I., Shacham, R., & Ben‐Ari, R. (2015). The power to oblige: Power, gender, negotiation behaviors, and their consequences. Negotiation and Conflict Management Research, 8(1), 1-24.

Shell, G. R. (2001). Bargaining styles and negotiation: The Thomas-Kilmann Conflict Model Instrument in negotiation training. Negotiation Journal, 17(2), 155-174. Trippe, B., & Baumoel, D. (2015). Beyond the Thomas–Kilmann Model: Into Extreme Conflict. Negotiation Journal, 31(2), 89–103. https://doi.org/10.1111/nejo.12084

Filzmoser, M., Hippmann, P., & Vetschera, R. (2016). Analyzing the Multiple Dimensions of Negotiation Processes. Group Decision and Negotiation, 25(6), 1169– 1188. https://doi.org/10.1007/s10726-016-9477-7

Yao, J., Zhang, Z., & Brett, J. (2017). Understanding trust development in negotiations: An interdependent approach: Trust Development in Negotiations. Journal of Organizational Behavior, 38(5), 712–729. https://doi.org/10.1002/job.2160 Leung, K., Brew, F., Zhang, Z., & Yan Zhang. (2011). Harmony and Conflict: A Cross-Cultural Investigation in China and Australia. Journal of Cross-Cultural Psychology, 42(5), 795–816. https://doi.org/10.1177/0022022110363474...