Essays on The Aussie Air Negotiation Case Study

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The paper "The Aussie Air Negotiation " is a good example of a business case study. Self-reflection is the conduct of writing or talking about personal experience about something or an event. In the negotiation, individual reflection entails saying how the negotiation process progressed according to one’ s judgment and as per personal expectations. In the essay, I will reflect on the Aussie Air negotiation’ s success and how the negotiation was conducted. I will reflect on the claim of negotiation’ s value and the tactics applied to advance the negotiator’ s interests.

I will discuss how I created a claim in the negotiation. In addition, I will reflect on how we related to other parties throughout the negotiation, how we joined a coalition and the cognitive biases among the negotiating parties. I also reflect on my emotions and those of the other parties and how they influenced the negotiation. Negotiation successful The Aussie Air negotiation was successful because we managed to come into an agreement regarding the team management, stock price, contract control, jobs available in Australia, and the share control issues between the Aussie Air and the DUA.

We managed to break down the barriers to the agreement between all the negotiation parties. We handled the negotiation with respect to each other since we listened to each other’ s opinion, handled the practice with preparedness, showed curiosity to get a solution, controlled our personal emotions, and we understood what we wanted to achieve, thus working towards a successful outcome (Amanatullah and Tinsley 2013, 260). I knew that the negotiation was successful because the parties had an agreement at the end of the exercise and we managed to get a solution to the underlying issue.

The team was well informed and ready to conduct the negotiation; it cooperated and respected each party’ s opinions. We were able to achieve the negotiation’ s objectives and the parties’ interests were considered with rationality and fairness. The issue of ownership of the company was effectively handled. Every party was contented and happy at the end of the negotiation exercise because we managed to arrive at a win-win solution (Amanatullah and Tinsley 2013, 264). We made the final decision with rationality to enhance parties’ satisfaction from the exercise’ s outcome.

I had gathered all the required information regarding the parties’ interests and applied the essentials for the achievement of a perfect solution. Claim value I claimed value in this negotiation whereby I managed to share the amount of value available to the negation parties. I requested all the parties to state their interests regarding Aussie Air management, ownership, stock price, contract control, and labor issues. To ensure balancing the interests, I explored all the alternatives whereby I understood the BATNA (best alternative to a negotiated agreement). I also considered the WATNA (worst alternative to a negotiated agreement) and the plan b to the solution.

We settled the stock price issue after bargaining with other parties and through the BATNA, it was possible for us to decide on how the company would be owned and managed (Van De Kieft, Jonker and Van Riemsdijk 2011, 124). I assessed all the alternatives whereby I ensure that the DUA and the shareholders agreed on the issue of cash transfer price per every outstanding share. For privatization of the Aussie Air, we made sure that its 51% was owned by the Australian sources.

The negotiation stage was efficiently set for success and I made the initial offer, which was later reciprocated by other parties. To advance my interests, I applied the following tactics; minimization of the value of the rest of the concessions, made commitments to agree to the most constructive agreement, started high, concealed information, conceded slowly, and I was ready to outwait my opponent. I also argued forcefully for the principles that involve encouraging settlements and exaggerated on the value of my concessions.

References

Amanatullah, E.T. and Tinsley, C.H., 2013. Ask and ye shall receive? How gender and status moderate negotiation success. Negotiation and Conflict Management Research, 6(4), pp.253-272.

Borch, K. and Mérida, F., 2013. 5. Dialogue in foresight: consensus, conflict and negotiation. Participation and Interaction in Foresight: Dialogue, Dissemination and Visions, p.97.

Caputo, A., 2013. A literature review of cognitive biases in negotiation processes. International Journal of Conflict Management, 24(4), pp.374-398.

Saarni, C., 2011. Emotional competence and effective negotiation: the integration of emotion understanding, regulation, and communication. In Psychological and Political Strategies for Peace Negotiation (pp. 55-74). Springer New York.

Schweinsberg, M., Ku, G., Wang, C.S. and Pillutla, M.M., 2012. Starting high and ending with nothing: The role of anchors and power in negotiations. Journal of Experimental Social Psychology, 48(1), pp.226-231.

Van De Kieft, I., Jonker, C.M. and Van Riemsdijk, M.B., 2011. Explaining negotiation: Obtaining a shared mental model of preferences. In Modern Approaches in Applied Intelligence (pp. 120-129). Springer Berlin Heidelberg.

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