2 papers combined in 1 file each paper 2.5 pages instruction Two Role Play/Integration papers that will total 5 pgs. in length and serve as the basis for individual reflection on your role, behavior, and results during the role plays and negotiation s

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 2 papers combined in 1 file each paper 2.5 pages 
instruction 

Two Role Play/Integration papers that will total 5 pgs. in length and serve as the basis for individual reflection on your role, behavior, and results during the role plays and negotiation simulations during the residential class. You can pick any two to report on. The papers should include the following:

• Briefly, what happened, and what were the critical moves that moved?
• What did you learn about yourself? The behavior of others?
• What role did communication (verbal and nonverbal), power, cultural issues, emotions, assumptions, perceptions play in the negotiation?
• What ethical issues did you have to consider? Would you conduct yourself the same way in the future? If not, what would you do differently and why?
• How do the concepts and strategies from lectures and readings enrich your understanding of how and why the role-play/simulation proceeded as it did?
• How did this negotiation experience parallel your real-life negotiations?
• How are you working on your “reputation” as a negotiator? What would your counterpart say about your reputation? Do you care?

I send you this example paper just to have an idea about how to Combine Role Play/Paper.

Remember the paper you have to write is not bigger than this example.
I HAVE ATTACHED THE TWO REPORTS AND A SAMPLE PAPER OF THE FORMAT ALSO, I NEED A SEPARATE OUTLINE 

Running Head: COMBINE ROLE PLAY SIMULATION ANALYSIS

Combine Role Play/Simulations Paper

Department of Conflict Analysis and Resolution

Assignment for Course: Negotiation Theory and Practice CARD: 5140

Submitted to: Dr. Neil Katz

Submitted by Kim Thompson

Student Number: 01087316

Student Address: P.O. Box N-8627 Nassau, Bahamas

Date of Submission: April 5, 2021

Combine Role Play/Simulations Paper

CERTIFICATION OF AUTHORSHIP: I certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and disclosed in the document. I have also cited any sources from which I used data, ideas, or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course.

Student’s Signature: Kim Thompson

——————————————————————

Instructor’s Grade on Assignment:

Instructor’s Comments:

Introduction

There are many skills and tactics to be learned during a negotiation and the use of role play is a practical way to demonstrate these skills. Understanding what you are up against is important as well as knowing how to use the skills to achieve a positive outcome. According to Lewicki, Saunders and Barry (2021, p. 61) it is important to (a) Identify and define the problem, (b) Surface interests and needs, (c) Generate alternative solutions to the problems and (d) To evaluate those alternatives and select among them. As you can see, having skills and knowing the plans are important while conducting a negotiation. This paper will therefore highlight five roleplays/simulations which took place in Negotiation class taught by Dr. Neil Katz. The focus will provide a summary of what happened, critical moves, communication, ethical issues, how the negotiation experience parallel my real-life negotiations and how I would conduct myself in the future.

Law Library

Brief Summary (What Happened)

The case of the law library involved two parties, the seller (law library) and the purchaser (law firm). The purpose was to have the books from the law library sold as soon as possible but at a good price $25,000. However, the BATNA (Best Alternative to a Negotiated Agreement) for the sellers would be $12,000 purchased from the library and the BATNA for the buyers would be to purchase new books at a cost of $30,000. The hope was for the sellers to gain midway for the books at a price of $21,000. I was the seller in the case and my classmate Katie was the buyer.

I had no idea the type of approach to use during this negotiation, since this was my first role play in the class, other than trying to bargain for a good price. However, having read Lewicki, Saunders and Barry (2021, p. 63), I realized that I took more of an integrative approach, which mentioned earlier that involves identifying the problem and trying to create a long-term relationship (value). It was the terminology which was lacking in the roleplay. Both parties showed interest in the negotiation.

Critical Moves

My cordial disposition allowed me to speak freely with Katie, despite my lack of expertise in negotiation. I immediately showed interest by allowing Katie to see that I can provide insights on the books and hopefully gain some networking relationship. This move seemed to allow Katie to open to my idea, but there was no discussion on the price yet.

My initial thought going into the negotiation was to sell the books at a price for nothing less than $18,000. I had no idea what it meant to create value at the time due to the lack of expertise. At first the price was the big focus. This mentality going into a negotiation was considered according to Lewicki, Saunders and Barry (2021, p.) as fixing on the pie. With this move as the only intention, I would be at a lost if Katie (buyer) were not interested in my offer. My initial thought process was to focus on getting Katie to purchase and lock in with an agreement. However, BATNA was very new to me and I never considered any option or what I would have to walk away with in the event the sale was not successful.

My next move was to discuss a price I thought both of us would be happy with. However, Katie wanted to find out whether I was willing to provide any additional perks. I offered $18,000 along with aiding on some of the books since it helped with international law. Finally, the options provided to Katie was to have the books boxed and shipped for free. She was sold on the idea.

Individual Performance/Behavior of the other Party

During the negotiation I was not aware of my emotions but remained interested and cordial to Katie. I tried to keep Katie focused on purchasing from the law library. Katie was open to suggestions and was able to engage in the conversation. She was not very assertive, but always remained calm and pleasant. This made the relationship quite easy going.

Communication

Non-Verbal Communication- This type of communication according to Lewicki, Saunders and Barry (2021, p. 166-167) is based on what is communicated to another person through facial expressions, body language, head movements, tone of voice and eye contact. It is also suggested that people who are dishonest avoid eye contact (p. 167). The type of communication in this role play involved nodding of the head along with eye contact from Katie. This had suggested to me she was engaged in the conversation, which made me as the seller more comfortable. I was able to do the same while Katie communicated her interest in purchasing the books. I did not understand the art of persuasion at the time but did suggest my interest through body language (eye contact and nodding of the head). Lewicki, Saunders and Barry (2021, p. 167) also suggest that not providing eye contact can suggest to the other party your lack of interest.

Verbal Communication-The role play allowed both Katie and me to ask questions, however, since this was the first day of class discussing negotiation, we were nervous. I was cordial as mentioned earlier but unaware of how many questions to ask Katie in order to expand more on her interests. I did not realize how important this would be in a negotiation. Lewicki, Saunders and Barry (2021, p.171) believe that questions are critical in negotiation for obtaining information about the other party’s position.

Power

There was no power exertion in this role play. Katie remained pleasant and open to any suggestions and I remained the same. We both respected each other and tried to work together towards an agreement we would be happy with in the end.

Perception/Ethics/Reputation

During the negotiation, we both worked towards an understanding of what the situation involved and tried to avoid any misunderstanding. This was demonstrated by me reflecting on some of the statements Katie made during the conversation. She did not give me the impression of the lack of trust but was willing to hold a conversation. Lewicki, Saunders and Barry (2021, p. 15,) find that people bring with them baggage such as past experiences, personality, moods, assumptions about the other party and beliefs about how to negotiate. In this negotiation, I had no experience about the other party (Katie), neither was I of the impression she felt any different towards me. As mentioned earlier, this was a first negotiation role play and we both tried our best to be cordial during the conversation.

There was no indication that Katie tried unethical tactics in any way. I was honest in trying to convince Katie that my offer was a good deal without any tricks. Lewicki, Saunders and Barry (2021, p. 115) describes one approach to ethics involve one’s obligation to adhere to consistent principles, laws and social standards that define what is right and wrong. I did not consider lying about the deal to Katie, but rather offering her a deal she would not want to resist. This was providing her with options.

Reputation was important to me during this roleplay. I wanted to continue with the relationship in hopes to network for further business and possible recommendation and referrals by the company Katie represented in the role play. Having a good reputation in my view would increase the chance of other companies wanting to engage in the Law Firm I represented. As Lewicki, Saunders and Barry (2021, p.202) puts it, reputation is the legacy negotiators leave behind after a negotiation encounter with another party.

Reflection on Strategy/Take-Aways

The initial negotiation was very new to me, however Dr. Neil Katz discussed ways in which the negotiation could have been expanded. I did not take into consideration my BATNA since I had no idea my BATNA at the time was the $12,000 the library was willing to purchase in the event no other offers were made. There was no consideration for the type of approach to take during the negotiation, such as interest based or integrative. There was no planning on how I would approach the buyer (Katie) other than wanting to settle with at least $18,000 for the books. I could have settled mid-way between the price for the new books and what the Law Library initially paid $25,000.

In real life situation, I have learned that there are circumstances where the other party may be difficult and there may not be an agreement. Nothing is certain when walking into a negotiation. I was able to identify with a situation where I was selling some clothing (used) and wanted a particular price. I realize that using a strategy and knowing why I wanted to sell would be important in convincing the party to purchase. Therefore, planning is critical in understanding the other party and knowing how to approach the situation. It is also important to know your BATNA before entering the negotiation. An important key is communication and being able to listen to what the other party is saying. This helps with creating more options. One important factor is to know why you are entering the negotiation and what you want from the negotiation. Dr. Katz also mentioned a key word which has helped me in this first roleplay, which was thinking beyond the price. There are other aspects involved in negotiation.

The Jupiter Contract Negotiation

Brief Summary (What Happened)

There were two parties involved in this role play. The Cardinal Group represented by the CEO, a highly respected computer consulting firm and the Jupiter School district (Superintendent, School President, and Representative for the school budget). I represented the Cardinal group. Our team was interested in expanding from the private sector and into the public agencies, such as the Jupiter School District. We initially met with the school to review the contract since they approached the consulting firm for assistance. The school was only willing to pay $50,000 for the software and Cardinal Group could offer nothing less than $70,000 since they already reduced the price from $80,000.

Critical Moves

After the discussion with our group who represented the consulting firm, we entered the negotiation open and cordial. This was a critical move since the negotiation took place several weeks ago. Our focus was to set ground rules and discuss the purpose of the negotiation with an interest-based approach. It was important for us to determine and define the underlying issues and needs of the school (Lewicki et al., 2021, p. 99). We used lay terms to allow the school district to understand why we wanted to work with the school district. To avoid any misunderstanding and seeing that the school was professional, we told them that Ground rules were set by our team to ensure the meeting went well. We listened intently to the concerns of the school district and provided options for the problem. Another critical move was to build trust for the school district to open the discussion. Our interest was for the school to know that we would provide the best service and the school would benefit from the implementation of the software.

As a reputable consulting firm, it was important for us to maintain our professional standards and try to meet the school district halfway into the project. Our purpose was to maintain the price suggested despite the misunderstanding by the school district. However, I learned from class notes and Dr. Katz the importance of not focusing on the price through value creation (Lewicki et al., 2021, p. 266). We allowed the school to state their case while at the same time expanding the pie to create more options. This was not an easy negotiation since there was no way the school could afford our service beyond $50,000. We created value by giving the school an option to have in-house training by our team along with supervision in the event they required our assistance. Another option was to allow the school to raise money to cover the cost of $20,000, which would make up the $70,000. They could advertise during parent teachers’ meetings and the kids would buy into raising money through selling cookies, car wash, talent shows etc. The school agreed to this decision since could meet their budget. This was a good place for both parties in this instance and we were able to maintain a good relationship with the Jupiter School District.

Individual Performance/Behavior of the other Party

I remained very polite and professional during the negotiation and allowed the other party to speak without interrupting. This was my second roleplay and felt less nervous. My focus was on an interest-based approach, which according to Lewicki, Saunders and Barry (2021, p.101), the more information you can gather about the other party the better and the more you learn about the party’s major issues and resources will influence the negotiation. I went into the negotiation with more skills than the first. My interest was to expand the pie and continue with a relationship. But how could I do this and continue with the same price. This was not easy. It reminded me to think outside of the box.

The other party were very professional during the negotiation and followed the ground rules based on the introduction by Candace.

Communication

Communicating using interest-based approach was particularly important since this was not a relationship Cardinal Group wanted to lose. The school budget could not factor in $70,000 so it was important for our team (consulting firm) to add value or interest to the school district. Both teams exhibited interest through eye contact and head gestures (nodding yes).

Non-verbal Communication-I was more aware of my facial expressions, and body movements even though this was a virtual negotiation. I remained very polite and professional. Candace, also a member of the group was very professional and listened intently by giving good eye contact. I showed interest by taking notes and my other team member Katie used active listening skills to demonstrate that we were listening to their position. As Lewicki, Saunders and Barry (2021, p. 174) puts it, active listening encourages others to speak more fully about their feelings, priorities, frames of reference and the position they are taking. Lewicki, Saunders and Barry (2021, p. 166) believe that nonverbal communication helps negotiators achieve better outcomes through shared outcomes.

Verbal Communication- This part of the negotiation was equally important as the non-verbal communication. One of the questions I asked was “what would the new software look like for the school in the next year and what would that mean for them? Using these terms allowed room for creativity as noted in Dr. Katz class discussions. They agreed that the software would improve the school and parents would be interested in sending their children there. By doing this, according to Lewicki, Saunders and Barry, (2021, p.99) it would help to surface critical values, needs or principles underlying the negotiation.

Power Play

Our team (Consulting Firm) were the initiators during the negotiation, however we remained cordial and did not appear to be controlling. I am not one to use power on words, but it was important to discuss the issues and show interest. The other team (School district representatives) were equally active during the negotiation and not aggressive in their conversation.

Perceptions/Ethics/Reputation

Our team tried to avoid additional misunderstanding, which was why we had further negotiation due to the initial pricing for the service. We had no intentions of distorting the communication by appearing to have our own interests. As Lewicki, Saunders and Barry (2021, p. 17) puts it, perception is the process by which individuals connect to their environment as well as the approach the negotiators uses based on their perceptions of past situations and current attitudes and behaviors. We wanted to frame the negotiation by identifying what we the consulting frame is about (p. 140) to gain more trust from the other party. Our team were not interested in trying any tricks since this was not a not a win-win situation. If we were caught lying, it would cause the relationship to be severed or jeopardize our integrity as a professional consulting firm. I believe first impressions can be lasting and I have experienced negotiating with staff members who appeared to be lying on a matter which ended up in me not trusting them.

Reputation meant more to us as a professional consulting team. As a representative, I wanted to maintain a good reputation. Negotiation that goes bad because of the reputation can affect the future. We wanted to continue to be high on the charts in terms of providing the best for the Jupiter School District. This meant we had to always maintain good standards to gain future referrals. Once the school recommended us to other districts, we would be in their good standing. Personally, I always want to have a good reputation when it comes to negotiation. When I am speaking to coworkers, it is important for them to trust me so that I can maintain future relationship.

Reflection on Strategy/Take-Aways

This was my second roleplay and I had better information on negotiation. However, using the interest-based approach helped to guide me on communication skills. I was better equipped to ask questions which would help me understand the other party’s interests, needs etc. As Lewicki, Saunders and Barry (2021, p. 98) puts it, when issues are not clear from the beginning, it is easy to lose perspective and agree to suboptimal settlements or get distracted by long debates over unimportant points. I can relate to this especially having negotiated during the first role play. I had no idea what the interests of the other party was. There are however some takeaways from this role play. The opening statement is crucial in determining how the negotiation will go forward. It was also important for the team to determine during the meeting what options we have as well as knowing how to expand the pie. If we are fixed on the price only, then we have lost the negotiation.

Help for The Bay

Brief Summary (What Happened)

The roleplay involved three parties (Representative from the Fisheries, The Mayor, Acon Mobile Company). I represented the fishing community of Lucie Bay and my two colleagues represented the Mayor and Oil Company Acon Mobile. The purpose was to negotiate with the Mayor the need for funding to do research and improve the fishing industry. However, as representative of the fishing community, it was the intention to discourage the Mayor from doing business with the oil company. As the negotiator for the fishing community, I was willing to negotiate with the mayor in hopes to discourage any development by the oil company, since previous oil spills years ago contributed to the decline in the fishing industry. All parties were willing to negotiate.

Critical Moves

As the representative for the fishermen, it was important for me to maintain a good relationship with the Mayor. My negotiation was based on an interest-based approach since there was no figures at play. I had to ensure the Mayor was on my side and would find some way to assist with funding to improve the industry. Despite my hesitation towards the oil company becoming part of the community, I was prepared to present my case. I was aware of my BATNA (Best Alternative to a Negotiation Agreement). I did not have much to begin with since I required funding.

My first critical move was to present my case with a professional open mind and allow the Mayor to see that the people were suffering from the decline in oyster production. The representative from Acon Mobile, Richard, discussed his interest in developing in the Lucie Bay. He wanted the people to understand that his interest was to provide income to the people and to expand the area with tourist. I was open to his suggestions, however kept in mind what the people were fighting for. My next move was to discuss my interest in receiving funding for the fishing industry. To my surprise, Richard was open to some suggestions. The below were some of the suggestions after the discussion with Richard:

1. Have the oil company assist with equipment to improve the fishing industry.

2. Provide the oil company with a discounted rate for the oysters and fish once the hotel has been established.

3. Have the fishermen work on the project while the hotel is being constructed and in the event of decline fishing season.

The next critical move was to come to an agreement with the oil company. Since the suggestions were acceptable both the Mayor and the oil company representative agreed. Richard was pleased with the agreement and indicated that his company’s interest was to provide income for the people of Lucie Bay.

Individual Performance/Behavior of the other Party

As a representative for the fishing community, it was important for me to conduct myself in a professional manner. I had to maintain a good relationship with the mayor since it was in my best interest and the interest of the community. The other parties in particular the oil company was open minded and cordial during the negotiation. He was interested in maintaining a good relationship with the Mayor to develop the economy for Lucey Bay. The Mayor showed much interest in both parties.

Communication

Non-verbal- I was aware of my emotions and taking into consideration such as any sudden negative suggestions. I looked intently as Richard, the representative from the oil company spoke. I also took notes and gave agreement by nodding my head. This was a virtual meeting therefore it would have been difficult to notice any other gestures by the other parties.

Verbal- communicating verbally is important since it can also determine the outcome of the negotiation (Lewicki et al., 2021, p. 171). It is also important to ask questions to get information specially to manage difficult or stalled negotiations (p. 171). I used passive as well as active listening during the negotiation and found that both helped. During the conversation with Richard, I summarized some of his statements to ensure there was no misunderstanding.

Power

The mayor could easily use his power during the negotiation; however, this was not the case. He listened intently and provided advice to both parties even though he was not directly involved in the negotiation. He was supportive. Lewicki, Saunders and Barry (2021, p. 178) believe that people have power when they could bring about outcomes they desire. In this case, I did not exert power since I needed funding for the fishing industry.

Perception/Ethics/Reputation

My perception of the oil company was negative due to past experiences. However, researching on the company was important. I did not realize this company was doing research on oil spill. This would have changed my initial perception. Ethics play an important part depending on the situation. As Lewicki, Saunders and Barry (2021, p. 115) if you believe in end results then one might do whatever is necessary to get the best results or if you believe in social contract ethics, you base your tactical choices on your view of appropriate conduct for behavior in your community. I represented the fishing community and wanted to maintain a good relationship with the Mayor, therefore it was important for me to approach the negotiation with the community in mind. If I am representing my organization on a matter, it will be important for me to have a good reputation especially if I want the company to look good.

Reflection/Strategy/Take-Aways

The Bay role play was good practice for me since this was my third negotiation. Using the interest-based approach was good guidance since Dr. Katz provided a worksheet to follow. This helped me to identity the problem as well as understand the BATNA for all parties. Using the worksheet to determine how I was viewed by my partner was equally helpful and allowed me to reflect on my skills. There could have been improvement in this negotiation. I could have expanded the pie even more to allow for creativity during the negotiation. I could have discussed further with the Mayor to ensure he provides proper equipment in the event the oil company no longer wanted to invest in St. Lucie.

Sally Swanson

Brief Summary (What Happened)

The role play involved two parties (Sally’s Agent and Opera Lyrics). I represented Sally as her Agent. The Opera Lyrics was represented by Richard. Sally was interested in being a part of the opera to gain one last comeback despite her age and was willing to accept anything in terms of compensation, however she ensured me as the agent the higher the price it would be better. I contacted the representative for Opera Lyrics and the negotiation began shortly thereafter.

Critical Moves

My initial approach was to convince the representative of Opera Lyrics that Sally was a good singer, and she would be of value to the team. She did not require training neither as much practice since she has sung those songs many times. I had an interest-based approach and wanted Richard to discuss further his needs and desires to gain trust in Sally’s abilities. The next level or critical move was to ask open ended questions to push Richard further in divulging his needs. It was also important for me not to react in a negative way to avoid losing sight of my interests, as Ury (1991, p. 36) puts it. I was not afraid to ask, “why not Sally”, which would allow Richard to disclose some of his concerns (Ury, 1991, p. 82).

The next critical move was to provide suggestions which would allow Richard to understand that I had his interest and to gain trust in my suggestions. Some of my suggestions included:

1. Have Sally train some of the Opera singers for free.

2. Help sell some of the tickets to former singers whom Sally was in contact with

3. Advertise through the media.

4. Ensure Sally gets proper stage clothes and makeup for the production at her cost.

5. Less time spent on practice since Sally knew the songs and was stage friendly.

6. Sally can be compensated at the rate of the last production as oppose to the current rate.

The negotiation ended much better than I anticipated and finally Richard accepted terms since he realized that he had little time to waste. The production was only two weeks away.

Individual Performance/Behavior of the other Party

As the representative for Sally Swanson, I ensured my actions depicted one of professionalism since this was my first negotiation for celebrities. The other party (Richard) was very cordial and nonaggressive. He was also open to suggestions. In real life situation, I would plan before discussing any issues with Richard to ensure I knew what steps to take and the type of questions to ask.

Communication (Non-Verbal/Verbal)

During the negotiation, the positive nonverbal communication was evident as I made eye contact and gave gestures to indicate my listening skills. The aim was to find a way so that the other party could listen and be heard. The other party was also intent and gave eye contact as I made my suggestions. Some of the verbal communications was evident as I reflected on some of the statements Richard made by summarizing what he had said. He also practiced reflective listening as well during the negotiation.

Power

I appeared to be a little aggressive at the beginning to get my point of interest to Richard. It felt as if I was in a race and I needed to be heard. I introduced myself at first and later lessened my tone of voice to appear to be cordial. Richard remained passive but very stern in his approach. He was always open to my suggestions.

Perceptions/Ethics/Reputation

Perception plays an important part in the negotiation process and is the process by which individuals connect to their environment (Lewicki et al., 2021, p. 137). My perception of Richard was based on his initial approach to my conversation. He was open which made it easier for me to communicate my ideas to him. What I learned also was to use my comfort zone to balance when to reveal and how much information to conceal as Lewicki, Saunders and Barry (2021, p. 36).

My reputation as the agent for Sally was important since this was my first assignment as partner in the firm. I had to present well with integrity and to ensure that the outcome was favorable for Sally as well as the business. The reputation for Richard was equally important since the Opera was a nonprofit organization and depended upon tickets and donations for income.

Reflection/Strategy/Take-Aways

Participating in this role play has helped me to gain more focus and confidence on how I can negotiate in various situations. I realize that my integrity is important for future relationships as well as for positive referrals. I could have expanded the pie a little more by discussing more options regarding the selling of the tickets, increasing her pay since she is professionally known, additional perks such as free food during the rehearsals, and clothing.

In real life, this negotiation would have been difficult for me since I had no experience with celebrities. It takes much practice along with planning on the opening statement. Reading about the other party is vital in the process, which would help me understand the history.

Something Stinks

Brief Summary (What Happened)

The negotiation involved hog farming in North Carolina and the effects from the farming within the community. As a result, the Smithfield Corporation, environmentalist, residents, animal rights activists and government were in negotiation. This was a multiparty negotiation, and I represented the residents along with two other persons from my class. We had the opportunity to either work along with the environmentalists and animal activists. The negotiation has been ongoing for years which included litigation by the residents against the farming corporation.

Critical Moves

Our team first met to determine our plan for the negotiation. We were aware that our BATNA was not particularly good (on a scale of 3 out of 10) since our choices were very slim in relocating. This type of negotiation to me was based on a multiparty situation since so many persons were involved. We each were separated as we spoke individually to the other parties. My first negotiation took place with the government of which my partner explained our concerns and what we wanted the government to initiate on our behalf. During the individual negotiations both Katie and I relayed the same message of wanting to see some changes within the community. We wanted to ensure (1) the residents were compensated for the years they were ill and could not work (2) ensure the hog farm relocated two miles from the community (3) ensure workers who left due to illness would receive medical package (4) ensure current workers received lifetime medical insurance (5) ensure the environment (water, air) has been sanitized.

The government was willing to assist based on an immediate solution by sanitizing the water and air, however there was no immediate hope for the relocation of the residents. Finally, the Smithfield company was willing to assist with the implementation of the sanitize system for water and air. They however could not guarantee the relocation of the farm two miles away from the homes.

Communication (Nonverbal/Verbal)

During the negotiation, my partner and I remained professional and maintained eye contact with all parties. We took notes while the parties were speaking and reflected on what they had suggested. There was also agreement by nodding of the head on some of the plans, but it was evident when we were not satisfied by our facial expression. Our tone of voice was firm but cordial during the negotiation and we continued to practice open ended questions to allow for more options and suggestions.

Power

There was no power play during the negotiation on my teams’ part. We were irritated that the negotiation was going on for such a long time without any reprieve however, we maintained good composure. The other parties were very cordial and wanted the negotiation to come to a closure due to the length of litigations and moneys being spent in court.

Perceptions/Ethics/Reputation

Our initial perception of the representative from the government was that they did not care due to the length of complaints without any assistance. After speaking with the representatives from the Smithfield Corporation we realized they were willing to settle as soon as possible. The environmentalist and animal rights activists were willing to settle once the government could prove they were willing to stand beside them. There was no form of tactics noticeable amongst the groups since everyone wanted to settle. All parties were interested in maintaining a relationship since they were interdependent.

Reflection/Strategy/Take Away

Working with multiparty groups can be difficult since everyone have their own interests. We wanted to work with the environmentalists and animal rights activists since they had some of our concerns. However, it was difficult moving from one group to the next. This type of negotiation is not easy and sometimes there is no win/win situation. The result can go on for a long time with no agreement. What I have learned was that multiparty negotiations require planning and can be difficult to manage (Lewicki et al., 2021, p. 215). I was very confused at times having to repeat myself over and over to each party involved. There was not sufficient time to discuss interests of the other party. I only focused on my needs and interests as a representative for the residents. I found myself believing that I was one of the residents and began to feel desperate. This has helped me to under how to be prepared in a multiparty negotiation.

Conclusion

Negotiation does require planning as oppose to walking into a situation without any thought of your BATNA neither the interests of the other party. Roleplay has helped me to reflect on the ways I conducted myself and what was important to me regarding perception, communication, and ethical issues. I am more aware of my actions and emotions should I enter a negotiation situation. Dr. Katz has provided great insights to negotiation of which I am grateful. Most importantly, I understand BATNA and know what to look for in determining the other party’s BATNA without preparation, it would be difficult to negotiate effectively. The first roleplay was nerve wrecking because I had no knowledge of BATNA nor any other negotiating skills. The last four roleplays provided me with more practice, and I was not nervous as before. I had the worksheets reading materials and feedback from Dr. Katz to help with some of the ways I could be a better negotiator.

References

Lewicki, R. J., Saunders, D, M, Barry, B. (2021). Essentials of negotiation (7th ed.). New York

New, York: McGraw-Hill Education.

Ury, W. (1991). Getting past no: Negotiating in difficult situations. New York: Bantam

pg. 20

The Governor and the Legislators

Like any other state, North Carolina has regulatory institutions to safeguard the interests of citizens, the environment and the industries that bring revenue and jobs into the state. The North Carolina State legislature enacts the laws and the state government headed by the Governor, implements them.

North Carolina has a huge hog industry which provides significant employment in the state. That industry has however been facing several challenges in the last few years as appears from the media and other publications. The state needs the investment and wants to maintain its current industry going as well as it can and that includes the hog industry.

To increase production and reduce costs, hog production has been changing over the years. Producers have moved away from free run or pasture farming, which required large spaces and could only carry limited numbers of hogs. Production is now predominantly in hog barns; buildings that can house higher numbers and reduce labour as the barns are highly mechanised. The increased production brought processors into North Carolina because with the higher numbers, it became more profitable to bring the processing plants nearer to the producers. That brought jobs into the state and for a short while you were all relatively happy.

Unfortunately the higher production brought unwelcome side effects. Environmentalists and animal rights activists descended on your state, ganging up with residents and academics and pointing to the detriment to the environment and animals. The effluent from hog barns is smelly and too high in nitrogen and so it is leaching the soil and fouling up the water. The effluent ponds smell like hell and affected residents are now up in arms. The residents organized themselves into groups and campaigned for the state to take responsibility and buy them out so they can relocate. They even dumped a hog bomb at the governor’s office and to be honest, the smell is terrible. However, the state does not have enough money to buy out the residents. To make matters worse, the flooding from Hurricane Matthew was catastrophic, with ponds bursting their banks and even hogs getting drowned.

In an effort to respond to the residents’ concerns and keep the industry going, the last administration implemented legislation to stop any new hog barns, but the problem just will not go away. Because of the moratorium on any further developments of hog barns, the industry has been moving into consolidation of existing hog barns under pretty much one corporation, Smithfield, which maximizes the scales by having control of almost all the hog barns. Other corporate players have a smaller stake and they include Tyson.

The residents, environmental and animal rights activists were totally unsatisfied with the moratorium and some residents filed law suits asking for closure of some of the hog barns and claiming compensation from Smithfield and Tyson for damage to their quality of life. The residents were assisted by the environmentalists, but it’s a free country and you cannot do anything legally about that. Besides, it was part of that anger that led to the last governor (a Republican) losing in the 2016 elections and a new governor (a Democrat) being voted into office. The North Carolina legislature remains majority Republican however.

The state cannot afford either the demands from the residents or those of the environmentalists who want to effectively cut hog barns by 50%. That is patently unreasonable but in a democracy, populism can do strange things. The governor wants to find a compromise solution, i.e. act on the environment without killing the industry but also responding to residents. The majority of legislators are pro-industry and have enacted legislation limiting the amount claimable as damages from hog producing corporations and they had to override the governor’s veto to do that. However, the Republican majority legislators are also worried that the combination of activists and residents might swing the vote against them resulting in losing their seats and control at the next election. Already, they have lost the governor’s mansion and they now have to work with a Democrat!

The governor’s imperative for a negotiated settlement is to bring this long running conflict to an acceptable conclusion. Emotions are high and each group seems to be going for the jugular. To avoid that, the governor has persuaded legislators from both sides of the aisle (Democrats and Republicans) to participate in negotiations that you hope will head off a court ruling which is after all, an all or nothing option.

Your leverage with residents is jobs. Leverage with industry is that they can indeed end up getting shut down. Legislators’ concern is votes and very angry residents/voters are not a good base.

At RI you will have some preparation time in the morning to develop a consensual negotiation platform before engaging with the residents, producers and environmentalists. Use the time well. It would be best for state governance if the governor and the legislators can work out a united front and/or form alliances with other parties before the negotiation meeting. Preparation is critical to achieving your goals. Remember the environmentalists are a confrontational crowd so preparation is critical. Your team comprises of the governor and an assistant to help manage the negotiations, one Republican legislator and one Democrat.