Fluent Essays

Getting to yes: https://www.youtube.com/watch?v=lYdk1NK9-r0&feature=youtu.be Negotiation Expert: https://www.youtube.com/watch?v=KTTtn0i_ZyA CH9 ppt: https://drive.google.com/file/d/1apHXwGAxzNcn6i1ZBusDS8DT-ej42XIR/view?usp=sharing 1. After watching the two videos Getting to Yes and Negotiation Expert, and reviewing the PPT for Week #9,  list at least three ways you can handle negotiation more effectively when in a conflict. Use an example for each one.  2. After reading the articles in Moodle and Chapter Six in Getting to Yes, think about a decision you need to make or a conflict that needs to be solved with negotiation. Describe your BATNA for the situation. Be specific and use at least one example of how you will carry your BATNA out for the problem.  Example #1: Take a break: When facing a conflict, people usually thinking theres only two side arguing, and its either others fault or my fault, but theres a third side in the conflict which is the environment that surrounding the conflict, so take a brake asking for advice and keep a cool head during a conflict. Consensus: the reason that having a conflict is because people are having different opinion or perspective, so they arguing about to make another side of people to agree with them, but it is always fine to make a agreement without force others to accept the opinion they dont accept. Resolve them wisely: When people are during a conflict, it is so easy make things out of control and make regretful speech or actions, so the vest way to resolve the conflict is to work as a team and coroprate with others. Lets say Im a actor, and I am always the one who has different opinion with director, so we always in conflict on our films. BATNA: Make sure that you are clear of others intention, what they are trying to arguing with, you will have to know what the problem is before solve them. When I and the director of the film are working together, Im sure there must be lots of conflict and argument that we both have different perspective and opinions about the film, but there is one thing that is ensured, all we did is for wishing the best for our film whatever we are trying to argue with, we are having a same intention, so it is easy to make it clear and easily to solve it and working together. Example #2: 1. Consensus is gradually getting closer Example: A good start is half the battle. We can reach an agreement on what is acceptable to both sides first. Indicate your sides bottom line and indicate that unreasonable demands will result in a lose-lose situation. 2. Differences are slowly eliminated Example: For issues that are difficult to reach an agreement at the moment in the negotiations, we can wait for the ripe time to deal with the differences of conflicts gradually. 3. Absorb reasonable requirements Example: If the other partys requirements are relatively reasonable, you can take a middle course and selectively accept the other partys requirements. 2. I plan to sell my three-year-old car for 300,000 RMB. After discussing with my mother, we decided that the minimum price should not be lower than 250,000 RMB. My BATNA: Be aware of my own best alternative. My best alternative is not only a useful guideline, but it gives me the flexibility to come up with innovative solutions. Instead of shutting out all alternatives that dont meet the bottom line, I compare a proposal with my own best alternative and see if it better serves my interests. Use the bottom line To avoid failing to achieve this goal, my mother and I set an acceptable worst-case scenario, our bottom line. As a seller, the bottom line is the lowest price I can accept. Second, setting boundaries helps me resist pressure and temptations. In the process of selling the car, maybe I really cant pay more than 250,000 yuan for the house, and 250,000 yuan is the lowest price I can accept, then in this case, only I can facilitate the sale. So setting a baseline beforehand may not lead me to a decision I later regret. In addition, the common bottom line between my mother and me helps ensure that no one hints that I might be willing to accept a lower price.PRAISE FOR Getting to YES “Getting to YES has an unrivaled place in the literature of dispute resolution. No other book in the field comes close to its impact on the way practitioners, teachers, researchers, and the public approach negotiation.” — NATIONAL INSTITUTE FOR DISPUTE RESOLUTION FORUM “Getting to YES is a highly readable and practical primer on the fundamentals of negotiation. All of us, as negotiators dealing with personal, community, and business problems, need to improve our skills in conflict resolution and agreement making. This concise volume is the best place to begin.” —JOHN T. DUNLOP “This splendid book will help turn adversarial battling into hardheaded problem solving.” —AVERELL HARRIMAN “Getting to YES is a highly readable, uncomplicated guide to resolving conflicts of every imaginable dimension. It teaches you how to win without compromising friendships. I wish I had written it!” —ANN LANDERS “Getting to YES is powerful, incisive, persuasive. Not a bag of tricks but an overall approach. Perhaps the most useful book you will ever read!” —ELLIOT RICHARDSON “Simple but powerful ideas that have already made a contribution at the international level are here made available to all. Excellent advice on how to approach a negotiating problem.” —CYRUS VANCE PENGUIN BOOKS Getting to YES The authors of this book have been working together since 1977. ROGER FISHER is Williston Professor of Law Emeritus at Harvard Law School, Founder and Director Emeritus of the Harvard Negotiation Project, and the Founding Chair of the Program on Negotiation at Harvard Law School. Raised in Illinois, he served in World War II with the U.S. Army Air Force, in Paris with the Marshall Plan, and in Washington, D.C., with the Department of Justice. He has also practiced law in Washington and served as a consultant to the Department of Defense. He was the originator and executive editor of the award-winning television series The Advocates. He has consulted widely with governments, corporations, and individuals. He is the author or coauthor of numerous prize-winning scholarly and popular books, including his most recent: Beyond Reason: Using Emotions as You Negotiate. WILLIAM URY is cofounder of Harvard’s Program on Negotiation and Distinguished Fellow of the Harvard Negotiation Project. Raised in California and Switzerland, he is a graduate of Yale and Harvard, with a doctorate in social anthropology. Ury has served as a mediator and advisor in negotiations ranging from wildcat strikes to ethnic wars around the world. He was a consultant to the White House on establishing nuclear risk reduction centers in Washington and Moscow. His most recent project is Abraham’s Path, a route of cross-cultural travel in the Middle East that retraces the footsteps of Abraham, the progenitor of many cultures and faiths. Ury’s most recent book is The Power of a Positive No: Save the Deal, Save the Relationship, and Still Say No. BRUCE PATTON is Cofounder an