Personal Negotiation Experience
In this paper, I will discuss my experience with negotiation in the academic setting and communication with my peers. While I do not go into great detail to preserve confidentiality, it is an appropriate example in the context of conflict management. During one of the courses, we had a group project with four members in total, and we were free to choose any topic related to community healthcare. However, our ideas differed significantly during the initial brainstorming session, and we were unable to reach an agreement at first.
Several members were highly interested in specific topics related to their favorite healthcare areas and precise geographic areas of communities. As a result, the initial brainstorming session ended without a proper consensus on the subject. However, despite these challenges, I was glad that everyone could keep their high motivation and search for alternatives that would suit every member’s preference. In this sense, we used integrative negotiation with a focus on collaboration and mutual benefits.
Next, the negotiation process was highly successful, as we were able to reach an agreement, and no one demonstrated any hostility regarding the bargaining process or the final decision. Moreover, every member showed a high degree of patience, emotional intelligence, expectation management, and integrity. These qualities are widely recognized as having a positive impact on negotiation outcomes and general bargaining (Fernandez & Roberts, 2015a).
Negotiation Strategies Applied
Regarding the exact strategies, the first skill that we succeeded in was effective and transparent communication. From the start, we knew that every member had a certain idea in mind that they would have liked to implement in the project. Although these perspectives differed, we discussed them openly, laying a solid foundation for selecting the final project topic. Transparent communication is the most critical component of success in group decision-making and problem-solving.
The second strategy focused on emotional management and the attitude element of creating influence. To find a consensus that suits everyone’s preferences, we needed to listen thoroughly to each other and understand the reasoning behind their choices. Fernandez and Roberts (2015b) characterize this approach as the attitude element of creating influence, stating that “having empathy for the other group to understand their world view and values <…> will be helpful” (p. 304).
The third strategy that we implemented in negotiation was a structured analysis of priorities (Herrity, 2023). We discussed in detail the exact reasons why team members chose specific topics, including the type of healthcare programs, the geographic location of community initiatives, and the project’s goals. Discussing these factors made it easier for us to determine one alternative that would mostly fit everyone’s preferences.
Lessons Learned
I learned a great deal from numerous group projects in the academic setting. Still, the three main takeaways from this example were the importance of emotional intelligence (empathy), transparent communication, and a detailed plan. The former two enable effective collaboration where each member thoroughly explains their objectives and perspectives, making it easier to reach an agreement. The ability to empathize with others is crucial in integrative negotiation, and I experienced it first-hand during this group project (Fernandez & Roberts, 2015a). Lastly, even if every member agrees to cooperate, a detailed plan is always necessary to visualize everyone’s goals and choose the best solution.
References
Fernandez, C. S., & Roberts, D. (2015). Strengthening negotiation skills, part I: How to use facets of knowledge to create influence for public health leaders. Journal of Public Health Management and Practice, 21(2), 214-216.
Fernandez, C. S., & Roberts, D. (2015). Strengthening negotiation skills, part II: Moving beyond sheer knowledge with 4 additional key strategies to create influence for public health leaders. Journal of Public Health Management and Practice, 21(3), 304-307.
Herrity, J. (2023). 12 important negotiation skills (with definition and tips). Indeed.