Negotiation Reflection Robotics and Autonomous Systems

Question: Discuss abot theNegotiation Reflection for Robotics and Autonomous Systems. Answer: Introduction I have learned that negotiation is an important part of our everyday life. By partaking this course, I have realized that it is exciting, educative as well as less scary as I had ever imagined. This is largely due to the essence of negotiations, a I slowly discover, is not only about obtaining what I need from other, but the optimization of the interests of every parties to the negotiation besides reaching an agreement which cannot be reached by the alternatives. Therefore, I have learned about the need to discuss alternatives as well as compromise is sometimes is essential for the long-tern benefits (Faratin, Sierra Jennings, 1998). I have realized that negotiation differ in terms of the context whereby in some situations, it focuses on general issues and undertake a discussion of interests in implicit terms and with no fixed timetable. However, I have realized that negotiation theory anchored on interest-oriented western style negotiations becomes helpful to me. It has made me build up practical techniques and tactics as well as draw me to a much more comprehensive perspective. This negotiation has helped me become more confident as I have a flexible but efficient mechanism to reach an agreement stage by stage. Discussion Emotions and Negotiation Details in negotiation context like the authority of individual party, the emotions as well as the particular communication questions imminent in my mind. My fundamental strategy following this negotiation are; know the shared interest between the parties by ensuring that I have BATNA in places well as maintaining relationships (Pruitt Carnevale, 1993). It has impressed me where Professor Field ushered the idea or notion of the parties as well as explicated why additional parties are engaged in the negotiation than the people who eventually sit on a table. The hidden parties to a negotiation besides their respective interest could have happened to me, however, it is the initial time I precisely figure out the delicacy of the relationships as well as common interests among these parties and their impacts on guiding and shifting the strategies of the negotiators. A single party to a negotiation might be appeal for the interest of many parties. Empathy, Power and Negotiation I have also come to appreciate the relationship between empathy and power in a negotiation. From this negotiation, I have learned about the significant role that empathy before BATNA in terms of its ability to have power in a negotiation. My way of thinking has been transformed by this realization. Right from my tender age, I understood as well as acknowledged empathy as well as the tenet by Confucius that calls on people to do to other people what they would exact wish others to do to them. Nevertheless, I had casted serious doubts about how the feeling could contribute to the process of negotiation other than demonstrating understanding and compassion. The interest-oriented negotiation theories, nevertheless, pointed out a minimum of two mechanisms to get a solution to the dilemma attached to empathy. Accordingly, I have learned the need to usher in a third party to become an objective standard of evaluation. The other method is to figure out a creative and innovative plan to escap e being trapped by the argument anchored on positions. I have realized that a circle chart is crucial at this point since the diagnosis of delineates the interest of the other negotiation parties as well as arouses empathic feeling when reaching alternatives. By ushering in a third party besides the using the innovative plan which are both anchored on the ability to distinguish individuals from issues as well as from interest that is inevitable without or solely with empathy. In many context, because it is impossible for negotiation to occur without parties are thinking of the potential to achieving mutual gains, parties to negotiation already come with particular voices and power. Maintenance of relationships might be a common wisdom of both Western and Eastern negotiations styles. Nevertheless, I have a strong feeling that interest-oriented negotiations stress it more. I have subsequently began to value the open-discussion besides trust between the parties to negotiation. Even though I have been brought up in manner that discourages trusting people and communicating with them freely and openly unless I had created personal relationships, going through this negotiation has helped me changed this view. This is because I have come to realize that such perceptions bears enormous risks of misperception as well as miscommunication that derails reaching agreements. I have come to appreciate that fact that negotiation is all about fixing a problem together rather than winning as much as interest that a party to a negotiation can. Negotiation in this sense needs not transient trust such as transaction, but a long-term mutual relationships since many negotiators like do meet recurrently. I am, therefore, a strong believer that negotiation anchored on the interest is applicable to every level of communication. This can range from everyday life, business matters as well as international affairs. In this respect, I tend to perceive the globe via the lens of negotiation presently, and the fragile, complex circumstances usually turn out to be no more than a combination of interest. Accordingly, my faith has been the basis for my increased level of confidence to speak to challenges with such context. Integrative Strategies I have also appreciated the use of integrative strategies or creative value to when negotiating. These strategies have enabled me to undertake effective negotiations for this whole process. I realized the need to go for a win-win bargaining strategy and this was built from having the negotiation focused on the identification of the different interest of the parties. Multiple Offers The use of multiple offers of equal values have also been useful in my negotiation process. As I have explained in the above discussion, I have been able to perform better in this negotiation process as a result of my ability to use multiple offers availed by BATNA framework. By availing these offers, there was a flexible platform created that one can choose from than being rigid and stagnant at one particular offer. What I did wrong Nevertheless, despite my strengths in negotiation as reflected in the discussion above, there are I feel I would have done much better. In this respect, I feel I would have done much better by outlining some of the stage by stage process in negotiation. I think by having a structured negotiation and outline every agendum for discussion, I would have been able to reach an agreement at a much shorter time than the one in this case. This is because I would have always remained within the topic without bringing out other stories or issues that only were counterproductive (Core et al., 2006). I also feel it would have been much better for me to give room for more offers than the ones I gave. Having more offers in a negotiation is analogous to flexibility. Rigidity in negotiation is never wanted and hence those people who give less offers in a negotiation always do disgrace to their process of reaching an agreement. Therefore, I feel I limited myself to a much more confined alternatives than it ought to have bene. Key Learning From my negotiation I have come to learn of many things. The first one is how to upgrade my skills of presentation. In this case, I have learned the preparations remains very crucial to my various past internships as a reporter as well as company market coordinator. I used to grab the advantage of certain complex templates thereby displaying my personal as well as organizational information of potential interviewees once I read tons of materials, that I feel remained informative, though not acknowledged. However, the nine element patterns makes the superficial information increasingly correlative as well as uncover to me that priority of the interest in a much precise manner. The day I was studying the Harborco materials, I was able to analytically outline the parties, interest, issues as well as options and concurrently take notes of how I could argue in diverse circumstances. I have realized that the multiparty negotiation has depended my understanding regarding the roles of several parties roles, especially successful negotiation. A multiparty context hosts mote personalities, power imbalances besides unpredictable results. Moreover, it needs distinct strategies than with on-to-one negotiations. I need coalitions as the stepping stone for the eventual agreement. Because the initial several parties are probably to already reach a preamble consensus as well as to protect which, parties to the negotiation will make attempts to persuade at their best the remaining temporary excluded parties to join their team. I have also realized that it is an advantageous to have a coalitions during negotiation since it presents a lucrative ability to speak straightly or indirectly to the parties that have opposing interests, with the assistance of coalition members who have lose relations as well as interacted interests. I have realized that the multiparty negotiation depends on the coalitions and it is dictated by the power structure compared to dyadic negotiation skills. Therefore, less rigid tactics are required and this imply that sometimes, negotiations must be more assertive as well as lenient at times. Nevertheless, all the benefits of negotiation coalitions are anchored on the accurate grasp of the bottom-line as well as real interests of the parties. Therefore, I have realized that any misunderstanding of the partys interests and intentions is important reason for the failure of the other party to establish alliance. Therefore, this makes me appreciate the need to remain attentive and focused during the entire period of negotiation. Moreover, I have come to appreciate the need ensure that the structure of each of party to a negotiation is appreciated by the other party since ignoring such structures would mean that some party can make gains at the expense of others. I have acknowledged the need to have BATNA in place every time I intend to negotiate. The distinction between opinion and BATNA needs to be distinct effectively. There distinction lies in whether the parties to a negotiations require permission of their colleagues from other parties for the implementation of options. Even though negotiators desire never to turn to options to some level, BATNA is helpful for two main reasons. One of the reasons is that BATNA offers the back-up option which link the negotiations stress as well as sets a precise bottom-line that enables effective comparison with all the rest of the alternatives. On the other hand, the second reason is that opponents and coalitions of negotiations could be willing to compromise additionally, provided that the negotiator might opt for an option plan that would be the nastiest resolution. The alternative possibilities have potential to boost the pursuit for interest and hence any uncertainty of BATNA in my negotiation is a reminder of the barrier strategy in the negotiation process (Lewicki, Barry Saunders, 2011). Conclusion All in all, I feel I deserve some congratulatory comments based on my performance in this process of negotiation. I was able to separate issues from interest more easily and embark on giving alternative offers which painted me a flexible person. Moreover, the use of BATNA and empathy in this negotiation by myself should be appreciated. I was also able to use integrative approach to negotiation that helped easily navigate through the whole process of this negotiation. Moreover, I have a strong feeling that the lessons I have learned from this process have improved my personal and professional development. References Core, M., Traum, D., Lane, H. C., Swartout, W., Gratch, J., Van Lent, M., Marsella, S. (2006). Teaching negotiation skills through practice and reflection with virtual humans. Simulation, 82(11), 685-701. Faratin, P., Sierra, C., Jennings, N. R. (1998). Negotiation decision functions for autonomous agents. Robotics and Autonomous Systems, 24(3), 159-182. Lewicki, R. J., Barry, B., Saunders, D. M. (2011). Essentials of negotiation. Boston, MA: McGraw-Hill/Irwin. Pruitt, D. G., Carnevale, P. J. (1993). Negotiation in social conflict. Thomson Brooks/Cole Publishing Co.