Thinking Styles, Negotiation, and Conflict Management

Thinking Styles, Negotiation, and Conflict Management

Table of Contents
Stage 1: Pre-Negotiation..............................................................................................................................................................................................3
Thinking style form..................................................................................................................................................................................................3
Thinking style scope.................................................................................................................................................................................................4
Sternberg-Wagner Thinking Style Inventories.........................................................................................................................................................4
Significance of the thinking style form and scope...................................................................................................................................................4
Adjustments..............................................................................................................................................................................................................4
Client’s BATNA and Reservation value..................................................................................................................................................................5
Other party’s BATNA and Reservation value.........................................................................................................................................................5
ZOPA range and strategy.........................................................................................................................................................................................5
Stage 2: Negotiation.....................................................................................................................................................................................................5
Stage 3: Post Negotiation.............................................................................................................................................................................................6
Reference List...............................................................................................................................................................................................................7
Appendix......................................................................................................................................................................................................................8

Stage 1: Pre-Negotiation
As a listed property agent and the negotiator, I approached the Farnsworth Property Trust for a commercial property’s sale of the 116 Davies
Street, Liverpool, Sydney, on the behalf of Pashendale Holdings Limited. It is a two storey commercial complex which was bought two year ago
and has not yet been approved by the local council. Returns are not delivered by the property below the initial investment. The price quoted by
me for the complex was $17 million.
Thinking style form
The mental self-government’s theory implies that thinking styles can be understood in accordance with the opinions of government constructs. In
this opinion, the type of governments present in the world is not coincidental, but rather are mirrors or external reflections in which people can
be organized and governed (Adomako, Danso, Uddin and Damoah, 2016). According to the theory of Sternberg, people can be understood by
others in terms of the forms, functions, levels, government leaning and scope (Blanding, 2014). Merely one style or another is not exhibited by
people; however they have various preferences across different kinds of situations and tasks. There are four different forms of mental self-
government in the thinking styles theory of Robert J. Sternberg, namely, monarchic, hierarchic, oligarchic and anarchic ( Boehm and
Lyubomirsky, 2008). There is predilection for projects, situations and tasks in the monarchic thinking style which allows or enables complete
emphasis on one aspect until its completion. A person that is monarchically oriented is often driven and single-minded and likes to finish one
task before moving to the next one (Buzan, 2014). An individual who is hierarchically oriented likes to do and complete multiple tasks within a
single provided time frame. However, the priority given to each task is different by the individual. An individual, who is oligarchically oriented,
just like the hierarchically oriented person, likes to do and complete multiple tasks at one time, however face issues and difficulties in setting the
appropriate priority for each of the tasks (Cawlfield, Chen, Harding, Hollinger and Reddock, 2014). Finally, a person who is anarchically
oriented, tends to be either antisystematic or asystematic (Delina, 2014). Such a person takes random approaches for issues which sometimes
could be difficult to be understood by others. In this case, as a negotiator, the monarchical thinking style has been chosen by me. The primary

reason for selecting this style of thinking was because of the emphasis on various aspects of the deal. Throughout the whole negotiation deal, I
have focused on every task with a single mind and would finish one before moving to the next one.
Thinking style scope
In the theory of mental self-government, there are mainly two forms of scopes, internal scope and external scope ( Kozhevnikov, Evans and
Kosslyn, 2014). The person who has an internal scope has a predilection for projects, situations and tasks which need activities that allow a
person for working independently for others (Macaulay, 2018). Such a person prefers working alone and is usually introverted. They are mostly
uncomfortable to work in groups. On the contrary, the person who has an external scope is usually extroverted and likes to work in groups and
teams with others (Schön, 2017). I would be using the external scope thinking style for the negotiation process, since I would like to work with a
team and communicate with people for the negotiation.
Sternberg-Wagner Thinking Style Inventories
Refer to Appendix.
Significance of the thinking style form and scope
The thinking style that has been chosen by me is the monarchical thinking style because of the emphasis on various aspects of the deal.
Throughout the whole negotiation deal, I have focused on every task with a single mind and would finish one before moving to the next one. I
would be using the external scope thinking style for the negotiation process, since I would like to work with a team and communicate with
people for the negotiation. Focusing on a single task at one time and working with others would help in accomplishing the task in a better way
and sharing ideas and concepts due to which tasks become clear and it is easier to compete them.
Adjustments
Using the monarchial thinking style and external scope was a lengthy process. Potential adjustments could be made by using a hierarchic
thinking style which could prove to be useful for closing the deal. Since monarchial style has been used, equal priority has been provided to each