Critique of Getting to Yes and Getting Past No
These two books give the strategies that can be used by the negotiator to reach a point of mutual benefits without giving in to the opponent’s demands. These two approaches, however, have been criticized on the basis that they simplify the negotiation process so much. Another weakness of these approaches is that they lack quantitative evidence that they are better approaches to negotiation than all other possible means. The first principle on getting to yes, for instance, is based on the personality aspect of the negotiator. Under this, the negotiator’s communication skills, perception, and attitude affect the outcome of the negotiation process. If the negotiator fails in their communication skills, therefore, this approach will not be effective. On the other hand, from the plan of getting past no, the negotiator is supposed to maintain his mental equilibrium and not react when engaging with the opponent (Booth, Bridget, McCredie and Matt 109) Going to the balcony as the author puts it is not easy for the negotiator especially when dealing with a stubborn opponent. These approaches, therefore, can only be applied when the opponent is willing to surrender but when it’s a matter of life and death, then these approaches cannot be effective.
These approaches, however, presents appropriate mechanisms when performing negotiation. Getting to yes book for instances presents the following mechanisms; separating people with the problem- under this the negotiator. The mechanism is meant to ensure that the negotiator puts the interest of the victims at hand and therefore will associate with the opponent in the best way possible to avoid endangering them (Fisher et al. 2011) The negotiation should then focus on interest of all the parties involved but not the benefits of the position held by the parties. The negotiator then provides solution-based ideas with mutual benefits for all the parties (Lyons and Carl 29). Another mechanism discussed in this book is ensuring the process is progressive and also ensuring that you have an alternative in case the negotiation process fails. Going past no on the other hand also is based on almost similar mechanisms. One notable addition, however, is disarming the opponent by putting yourself as the negotiator into their shoes. Through this, the negotiator can earn trust from the opponent.
Based on the situation at the store, Moss is seen to have effectively utilized these mechanisms to be able to control the situation and rescue the hostages. Moss understood that the purposes of negotiation are not to dominate the opponent but rather trying to win them over. Moss was able to win Atkins over by first deciding to help him out with his leg situation. Moss realized that Atkins was sorry for what he had done; she, therefore, uses this an opportunity to ensure she offers a solution to his situation by presenting a win-win situation. Moss is determined to see the fruits of her negotiation by ensuring nobody gets hurt. Due to this, she intervenes to have the sharp shorter withdrawn to ensure the situation remains under control. Moss also intervenes to have the final request from Atkins of speaking with his girlfriend is met, to ensure that the negotiation process remains progressive. Despite all her efforts, however, Moss had endangered the lives of her fellow hostages by standing in the way and therefore hindering the police from performing their duty. She had no guarantee they would all make it out arrive and instead of allowing the trained personnel to handle the situation she takes control. She should have therefore recognized the police to carry out their duty and rescue the hostages.
Work Cited
Booth, Bridget; McCredie, Matt (2004). Taking steps toward “Getting to Yes” at Blue Cross and Blue Shield of Florida. The Academy of Management Executive. Academy of Management. 18 (3): 109–112.
Fisher, Roger; Ury, William; Patton, Bruce (2011). Getting to Yes: Negotiating Agreement Without Giving In (3rd ed.). New York: Penguin Books
Lyons, Carl (2007). I win, you win the essential guide to principled negotiation. 9781408101902: London: A & C Black. p. 29.