NEGOTIATION WORKSHOP

FINAL ASSIGNMENT

Submitted by

Rishabh Govil (190103113)

Section C

Negotiation 1
Background:

It was the third year of engineering from Jaypee Institute of Information Technology and we
had to apply for summer intern as part of the academic curriculum. I had applied in Bharat
Heavy Electricals Limited. I was preparing for CAT exam and had to find time to find time
for preparation and also for the intern time. So, the following negotiation is about the terms of
my daily hours, and work.

People Involved in the Negotiation:

Me, my manager

The scene:

I was prepared to compromise on my intern hours because of my preparation for the exam
and so was fully prepared to be a heated and intensive negotiation.

I went in my manager’s cabin and noticed his body language, so as to get the essence of his
mood and behaviour. I started the conversation by asking him to grant me a flexible time at
the office and that I would complete my work at home. But due to the office rule for interns,
the manager at first refused my request. I made him believe that I would prove to be better
than other interns and would update my mentor on a daily basis rather than every second or
third day as instructed to the other interns. I made him believe that I had a very good
knowledge of the intern work as I had done many projects of similar type in my college to
induce a trust and positive feeling towards me from my manager. My manager seemed to be
wearing down after the developing a trust in me. I sensed this feeling through his body
language. I ensured him of updating my daily workday on the online platform to my mentor
at the end of the day to reinforce the trust factor that the work wouldn’t affected. My manager
still seemed sceptical and so I finally told him the reason that I was preparing for CAT and so
needed more time at home to prepare. I was holding back telling the reason for CAT because
I thought that he may think that my work would be affected due to CAT preparation. But the
opposite happened, and he supported me through this decision.

All in all, the negotiation proved to be successful, and I got to complete my CAT preparation
with time to complete my intern work with no complaints from either my mentor or my
manager.

Analysis

Understanding the Kinesics

The body language is extremely important in understanding the other person. The body
posture depicts how attentive or understanding the other person is to your words.

Seeing the loaded with work facial expressions of the manager was tough to start the
conversation with but as the conversation proceeded, the wearing down expressions of his
helped me to make my point with more confidence.

Understanding the Oculesics

The eye contact communicates a lot and so analysing the oculesics helped me to know that
my manager was interested in my points and was paying attention to them.

Identifying the ZOPA

I knew that the main objective of the manager was to oblige by the office rules and that I did
my work with full dedication. So, I knew the Zone of Possible Agreement was that I get my
preparation time and him complying by the office rules.

The negotiation was of Cooperative type which means a win-win situation and an Interest-
Based negotiation which means getting to a common ground keeping in mind the interests of
both the parties.

The main key to a good negotiation is not to let your BATNA become inferior. So, I tried to
keep reinforcing trust and hard work in the mind of my manager, and so tried to balance the
BATNA.

Identifying the Strategic Framework

1. Defining the situation:

I wanted flexibility in my intern work and my manager wanted to comply by the
office rules
2. Establishing the goals, you hope to achieve:
Substantive Goal
Me: Getting the flexibility
My manager: More regular updates rather than every second or third day

3. Formulating strategy:
Reinforcement of trust factors
4. Deciding on Implementation:
Saving the main information because of its uncertain impact and so pushing on the
reinforcement factor

Negotiation 2
Background: It was my mom and dad’s anniversary and I went to the florist to buy a
bouquet of flowers for them. The florist sat in the main market of the area.

People involved in the Negotiation:

Me, the florist

The scene:

I went to the main market in my locality because there was no florist anywhere on the streets
as they usually are because of a Sunday and spotted a florist and went to buy a bouquet of
flowers. It wasn’t a properly set up shop, so I thought I would be able to bargain enough. I
saw many pre-made bouquets and chose one from them. The florist quoted the price of 600
which of course I knew was too excessively high and the bouquets usually go for around 300-
350 maximum. I quoted 250 so that I can raise the amount to maximum 350. The florist knew
that there wasn’t any shop opened in the locality and I had to take from him only. He didn’t
budge from Rs 600. I said to him that the bouquet isn’t worth 600 and that the maximum I
can give is 300. He didn’t budge. I further said that the flowers aren’t that fresh because it
was evening then and that he was about to close the shop and maybe this was his last sale. He
still didn’t budge saying that he had to give rent because of setting up shop and flowers have
become expensive. I quoted 320 and the maximum he budged was till 550. Finally, the
transaction happened at 500. It was a successful negotiation for him as he let go off the price
by only a 100 while I had to keep rising the price from 250 all the way to 500.

Analysis

Power

The florist knew he was in a state of power as he had understood that I wanted to buy the
bouquet and his was the only shop that was opened in the locality. In this case, the power was
fixed and wasn’t competitive.

Reservation Prices

Both me and him had a reservation price according to which we negotiated. My reservation
price limit varied from 250-350 while his was set at 500-600.

Identifying the ZOPA

He identified my need of getting a bouquet and mine was that the florist would agree to
anything because of me being the last customer. There was a dilemma of trust meaning that the
other party took advantage of me by understanding my body language and words.
The negotiation was a distributive bargaining as neither me nor him cared about the outcome of
each other. He didn’t care how much money he’s able to extract from me, and neither me on how
much money he loses.

The main key to a good negotiation is not to let your BATNA become inferior. So, I tried to
keep reinforcing the fact that the bouquet wasn’t of Rs 600 quality and that he should let it go
at a lesser price.

Identifying the Strategic Framework

1. Defining the situation:

I wanted a bouquet at a reasonable price which prevails in the market of around Rs
300-350.
2. Establishing the goals, you hope to achieve:
Substantive Goal
Me: Getting a reasonable price
The Florist: Extract maximum price from me
3. Formulating strategy:
Show disinterest and degrade the florist’s flowers quality to extract the maximum
discount
4. Deciding on Implementation:

Started to show disinterest in the quality of the flowers and showing that I may be the
last customer so that he decreases the price so as not to lose money from me