Based on the information derived from the articles, it is clear that not all negotiation strategies utilized by companies today adhere to this. Oftentimes, most parties that enter a negotiation process would often aim to gain the most out of the process and paying less attention to how their desired outcomes would affect the other party. In effect, most negotiations have parties utilizing strategies that would only allow them to benefit on a short-term basis. This is the reason why many companies would often utilize the distributive bargaining strategy during negotiations.
The results of the study conducted by Sokolova & Szpakowicz further strengthen this. Negotiators would often enter a negotiation process trying to exhibit their power through their choice of words, tone or body language in order to exercise their power to the other party, hence the name power negotiation strategies. In both strategies, the apparent aim of the negotiator is to intimidate the other party into bending towards the desired results presented by the negotiator.
Although this may be effective in many cases, this does not equate to the negotiation strategy meeting the essence of what the negotiation process is about. As stated earlier, the definition of negotiation is that it is a process whereby one party attempts to influence the other in order to reach an amicable result for both parties involved. From the information derived from the two articles, the integrative bargaining strategy is the closest in meeting the definition of the process of negotiation.
This is because the parties enter the negotiation process not aiming to intimidate the other through the exhibition of one’s power and influence in order to reach the desired decision or result.
Instead, the parties engage in the negotiation process with an open mind in modifying the desired results such that not only would they be able to reach some form of agreement and gaining the desired results of the negotiation process. Through the use of the integrative bargaining strategy, both parties are also able to develop and foster a long term relationship which would be beneficial in the long run.
This is because over time, both parties would be more willing to give in to each others’ wants and needs. As a result, future negotiations conducted between these parties would not only take lesser time but it would also allow them the ability to push their desired outcomes through the use of slightly more aggressive methods. Healthcare professionals engage in electronic negotiation processes in order to prevent the onset of various problems to arise, particularly in terms of collecting accounts receivables and the prevention of collection denials from patients.
The diverse cultural background of patients availing healthcare services provided by the industry requires healthcare professionals to conduct a negotiation strategy which would put the patients in a situation where they would feel confident that their needs are met and their situations are understood by the healthcare professional while ensuring that the collectibles are received in a prompt and timely manner. Conclusion
Negotiation strategies have been utilized by individuals and companies in order to reach an amicable settlement between the parties involved. However, not all negotiation strategies are able to do so. Unless the parties involved are careful on the manner on how they conduct the negotiation process, the other party involved would eventually feel that the negotiation process has only the benefit of the negotiator in mind and not the other party.
As such, healthcare professionals need to take into consideration the manner on how they conduct their negotiations with patients in order for them to be able to reach the desired objectives while making the patients feel that their needs are given priority and consideration. References Saee, J. (2008). Best practices in global negotiation strategies for leaders and managers in the 21st century. Journal of Business Economics & Management, 9(4), 309-18. Sokolova, M. & Szpakowicz, S. (2007). Strategies and language trends in learning success and failure of negotiation. Group Decision & Negotiation, 16(5), 469-84.
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