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INTRODUCTION

The entire cosmic economy is an interactive phenomenon of animate and inanimate objects. Also, objects are interdependent on each other for growth and survival. Human beings are the epitome of Divine Creative Activity. The interactive characteristic of humanity is a vital aspect of the Divine Plan of Creation. A rational-moral human interaction accelerates / smooths the evolution of individuals and groups. Humanity faces multiple challenges during various interactions. The most complex, damaging and frequent problem in interactive life is lack of communication. It creates mutual hatred and mistrust between individuals / groups / nations and leads to conspiracies, rivalries and wars. The very basis of miscommunication is Perception errors.Perception errors produce misconceptions between individuals / groups so that communication problems arise. Consequently, the people involved stop contacts with each other and opt for long silences or confrontations or indifference. The unwanted situation can be resolved through negotiation. Negotiation is useful in all areas of interactive life; It is used to bridge the gaps between husband and wife, parents and children, businessmen and workers, business partners, political leaders, etc. To achieve a successful negotiation, we must understand the ins and outs of negotiation. Negotiation is the conflict management communication process to make a compromise / better solution.Successful trading is called Effective Trading. Effective negotiation is based on knowledge, it is based on manners and it is based on wisdom. Create pragmatic and satisfying solutions for each part.

PERCEPTUAL ERRORS

Man is an intelligent creation of the Absolute Intelligence. The distinctive human trait, the intellect or perceptual intelligence, makes the human being the supreme creation of the universe. But, the intellect can misjudge or interpret due to ignorance or lustful tendencies of human nature. Perceptual errors or intellectual errors lead to biases in information processing / final judgments. Three types of misperceptions can arise in a communication process.

Generalization: –A small amount of information is used to draw universal conclusions, eg. Eg, Older people are conservative, this person is older to be conservative, or a humble person is considered more honest than a frowning person, even if there is no consistent relationship between conservatism & age or courtesy and honesty. Multiple social divisions, such as family divisions and neighborhood divisions, arise due to unscientific generalizations.

Projection: –It occurs when people attribute the characteristics or feelings they have to others, for example, a person feels that they will be frustrated if they were in the other position, then they are likely to perceive that the other person is frustrated. People respond differently to similar situations, so projecting your own feelings onto others may be wrong. Multiple political miscommunication is generally due to flawed projections.

Energy: – Power is an important lever during interactions; it gives one party an advantage over the other. Power develops the perception that you have power and can impose a verdict, the perception of power limits the viable options or can turn someone into a wrongdoer, because power has germs of corruption-development; in Acton’s words, ‘power tends to corrupt and absolute powers corrupt absolutely. The main sources of power are: information and experience, control over resources, location / position in an organization. Power tactics should be used only as a last resort. Ignoring the temporal appropriateness of power tactics can create chaos in the environment; a chaotic situation has certain consequences for the advanced user.

CHARACTERISTICS OF THE NEGOTIATION PROCESS

The outstanding characteristics of a negotiation process are:

Interdependence: – In the negotiation, both parties need each other to reach a solution. This situation is called interdependence. Interdependence leads to mutual adjustments during negotiation.

Mutual adjustments: – The negotiating parties know that they can influence the other’s outcome and the other, in turn, can influence their outcome. This mutual adjustment continues throughout the negotiation process. Mutual adjustments persuade the negotiating parties towards flexibility and concessions.

Flexibility and concession: – Flexibility and concession are necessary for a settlement. To reach an acceptable result, it is essential to know what we want and what we are willing to give to achieve something. It sounds simple, but most people enter negotiations without planning the desired results and believe that it is a matter of power or tactics. The unbalanced approach can lead to failure. It should be noted that a lenient approach to concessions can lead to unfair lawsuits, while a strict approach to concessions can create an atmosphere of anger. An optimal combination of perceptual intelligence, emotional intelligence, and intentional intelligence is invoked for honest and precise flexibility and concessions. A negotiation generally encounters two dilemmas:

  • Honesty dilemma: –The dilemma concerns how much of the truth to tell the other party. On the one hand, telling the person everything about your situation can give them the opportunity to take advantage of you. On the other hand, not telling the other person anything about your needs and wants can lead to deadlock due to lack of information. A principled position towards the exchange of information is extremely effective for a successful negotiation. It is noteworthy that information / emotion falsification is ultimately discovered.
  • Confidence dilemma: – The second dilemma has to do with how much to believe in what the other party tells you. If you believe everything the other party says, they may take advantage of you. If you don’t believe in anything, there will be a deadlock. Trust depends on many factors, such as the reputation of the party, past experiences, and present circumstances. The beginning, “the truth is always green” it is very relevant for a successful negotiation; otherwise one has to tell countless lies to hide a lie, even when the truth is ultimately exposed.

TRADING PROCESS PATTERN

There is no standard, scientific pattern of successful negotiation; however, a general outline can be prepared to start any negotiation.

Frame: –It is the conceptual platform through which the parties in a negotiation define the problem. For example, the Kashmir issue between India and Pakistan can be negotiated in a religious or historical setting.

Goal setting: –It gives foundation to the negotiation. It is necessary for a successful negotiation. Goal setting includes setting goals, prioritizing goals, identifying multiple goal packages.

Planning: –Effective planning requires hard work in several steps, such as:

  • Definition of problems, (agenda) – Control the number and size of the topics in the discussion,
  • Convenience of defined issues – Improve the convenience of the options and alternatives that each party presents to the other,
  • Define common interests / needs – Establish common ground where the parties can find a basis for reaching agreement on the issues.
  • Investigate – It includes vsonsult related stakeholders, gather information, develop supporting arguments, and analyze the match.

Development strategy: –Strategy is an intentional work pattern to achieve some goals. It is based on good planning. Formulating effective modal negotiation strategies identifies four elements for formulating effective strategies:

  • Choice: – negotiation is voluntary, that is, a matter of choice and the solution cannot be imposed.
  • Restricted: – Trading results are subject to some limitations. The modal suggests pragmatism over doctrine.
  • Interdependence: – Motivated parties are interdependent,
  • Imperfect information: – The parties have imperfect information about each other’s strengths / weaknesses.

TYPES OF TRADING

Distributive negotiation

In win-lose / distributive negotiation, the parties seek their own maximum advantage by hiding information, cheating, or using manipulative tactics. All of these actions can lead to bitterness or hostility. It is noteworthy that effective negotiation is an attempt to resolve a conflict with reason or without force. The second type of distributive negotiation is the accommodative or lose-win strategy. One of the parties is ready for a loss for the moment or in the short term to achieve some long-term benefits.

Integrative negotiation

It is a cooperative / win-win negotiation. It allows both parties to achieve their goals. Multiple business ties, such as partnership, and varied social ties, such as kinship, are generally based on a win-win approach, meaning both parties derive benefits from contact. The approach behind inclusive negotiation is synergy, that is, expanding / creating possibilities for benefits to increase for all parties.

FINAL REMARKS

Negotiation is an extremely complex phenomenon. It requires knowledge, wisdom, and courtesy to arrive at a result acceptable to the negotiating parties. The decision-making process in negotiation goes through four phases:

Orientation In the orientation phase, the group members socialize, establish certain communication rules and agree on the reason for the meeting.

Conflict In the conflict phase, the parties begin to discuss their positions on the problem, the atmosphere fills with discussions / confrontations / war of words.

Appearance In the emergency phase, members reach an acceptable solution and put differences and objections aside because they are convinced.

Reinforcement In the reinforced phase, the feelings of the group are reconstructed, the results of the negotiation are summarized for each party, and the solution is implemented in a way that blocks future conflicts.

The negotiating parties present three solutions: win win, win-lose, Y lose win. The principle behind the win-win strategy is that the conflicting parties can better solve their problem by working together than by waging war. The principle behind the win-lose strategy is that the conflicting parties can reap more benefits by manipulating the situation than by developing a consensus. The decision on manipulation must be based on pure reason subject to certain moral values. Otherwise, it would be detrimental to the manipulator. The principle behind the lose-win or accommodative strategy is that one of the conflicting parties can reap more benefits in the long term if it accommodates the other party in the short term. The decision on accommodative bargaining must be based on pure reason subject to some scientific evaluation; otherwise, it can be detrimental to the complacent party.

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