Negotiation, Conflicts management and Thinking Styles

Running Head: Negotiation, Conflicts management and Thinking Styles
Negotiation, Conflicts
management and Thinking
Styles
0 | P a g e

Negotiation, Conflicts management and Thinking Styles
Executive summary
This report is based on the detailed discussion of the negotiation process. This report will
answer the questions relevant to the pre negotiation process and role of thinking styles on in
the selection of the negotiation form and scope. This report will provide the most suitable
BATNA for the seller (Ravi kumar pethani) and buyer (Peter Gerrard Jeremy Bonken) with
the method to identify the alternative means to solve the negotiation conflict. This report will
discuss the ZOPA range by taking the example of the property selling and the negotiation on
the reservation prize.

Negotiation, Conflicts management and Thinking Styles
Contents
Introduction............................................................................................................... 3
Hierarchic form.......................................................................................................... 4
External scope............................................................................................................ 4
Characteristics and uses of the external scope and hierarchic form.........................................4
BATNA................................................................................................................... 5
Client’s BATNA and reservation value..........................................................................5
Other parties BATNA and reservation values..................................................................6
ZOPA range.............................................................................................................. 6
Stage 2 Negotiation..................................................................................................... 7
Important steps to enter into a commercial asset negotiation................................................7
Negotiation letter for the buyer................................................................................. 8
Communication log..................................................................................................... 9
Letter to client.......................................................................................................... 10
Conclusion........................................................................................................... 12
References........................................................................................................... 13

Negotiation, Conflicts management and Thinking Styles
Introduction
Negotiation is a well-known term in the business activities where buyers and sellers deal with
the selling and buying activities on the basis of the contracts. Sometimes some conflicts arise
between them then they use negotiation skills to solve the conflict. The manager leading the
sale or purchase of any commercial asset is liable to design better negotiation plan for that
company to make the negotiation profitable and give better result in the strong bond of
relationship (Brett & Thompson 2016).
Theories of mental self-government including thinking styles were introduced by the Robert
J. Sternberg. He is a famous and well-known professor in the college of Human Ecology of
Human Development at Cornell university also professor of Psychology with the Heidelberg
University.
As the elected manager to sale or purchase the commercial asset the manager will firstly
focus on the pre negotiation planning to make the profitable business and contract (Monczka
et al. 2015).
Pre-negotiation is the phase to identify the possibilities of the conflicts in the contract
between the parties and how managers can change the conflicts into best profitable interest
for the both parties involved in the negotiation (McKibben 2017).
Forms of the negotiation suggested in form of thinking by Robert J. Sternberg are numerous
kinds like Monarchic form, hierarchic from, oligarchic form and anarchic form. The selected
form here for the negotiation is the hierarchic form with the external scope to make the
agreement of the selling and buying more flexible to negotiate with the profitable outcomes.