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The positive method of negotiating:

From psychological point of viwe  The most important thing for the negotiating party is to maintain self-control because it is proven that people with a more positive attitude have more confidence in themselves and are more willing to use a cooperative strategy. During the negotiations, the negotiator who is positively inclined is more inclined to be more cooperative, not to use aggressive tactics or to lead to disputes and conflicts. This increases the likelihood that countries will achieve their goals more quickly, and this will result in a successful outcome that satisfies all participants.That goes for the tactics my delegation was using in terms to earn the things we waned and were not  

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These are the legitimate negotiations which take into account the careful, courteous attitude towards the negotiating partner, respect for his interests and demands, striving for a justified compromise in order to achieve the most effective result. It is the quest for cooperation, not conflict. Many prominent political scientists such as Henry Kissinger, Bismarck and so on. use the positive method of negotiation.

In the positive method, good results are due to flexible thinking, creativity, respect for other countries, perspectives and willingness to take risks and trust, which in itself enhances the possibility of satisfactory result and desire for future interaction and preservation good relations.

The positive approach also has its drawbacks that it distorts the idea of an approach that sometimes the partner may not be well appreciated, leading to the country’s disadvantage. In addition, studies that include stand-alone reports on the effectiveness of a positive approach can be greatly exaggerated.

 

2 Negative approach to the negotiations

These are the unfair negotiations, where the negotiator is aiming at achieving his own goals, the total disrespect and disrespect of the interests of the partner, the negative approach aims at “victory at all costs”. the characteristic of the negative approach is the display of negative emotion (anger, anger, power of domination over the other side), which makes communication difficult and conducts a peaceful conversation, leads to a decrease in trust, a deterioration of relations, narrows and limits the decision making options to satisfy all participants. Typically, people who use the negative approach are egocentric, do not respect the interests and ideas of the other. Sometimes a negative emotion such as an outbreak, loss of control can lead to making mistakes or result in both sides being lost.

In the history of diplomacy there are a number of individuals who have used the negative approach to attaining their own interests – Hitler, Stalin, Machiavelli, Gaddafi. Totalitarian states and dictators are a simple example of what might be the influence of negative approaches – outrageous determination, struggle for supremacy and fear-taking of other countries.

In them, state and own interests dominate morality and the preservation of diplomatic relations. Cunning and cunning are the primary tool for personal gain, and the display of strong emotions only contributes to building the character of the negotiations.

 

However, the negative approach has its positive features. By displaying negative emotions or attitudes, the negotiator shows the strength and ambition to achieve at all costs, as well as their intentions and needs. Very often, the display of negative emotions can scare or confuse the other party, making it more relentless and reluctant to relinquish its interests in favor of the negotiator.

Studies show that emotions sometimes do not necessarily influence the review process: Albarracin suggests in his book “The handbook of attitudes” that there are two conditions for emotional involvement, both of which are related to the ability to manipulate and motivate:

1. Impact data: requires strong motivation, ability to successfully negotiate, or both.

2. The definition of impact is relevant and affects judgment. Requires either motivation or ability to negotiate successfully, or both.

According to this model, emotions can affect the other side only when at least the strong motivation is present. When the presence of motivation or ability is weak, the impact will be available but will not have a major impact on judgment. The possible efficacy of this model is to achieve an efficient result in applying the negative model, because the ability may be at the expense of motivation.

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