Big Pipeline Negotiation

1213 Words5 Pages
In this paper, we will discuss the negotiation of Big Pipeline in Swagwit. Specifically, we will examine the outcome of the negotiation results, the determinants of those outcomes, the process involved in achieving the outcome and the value created or distributed as a result of the negotiation. Negotiation Outcomes and Key Determinants In this negotiation, I portrayed the role of D. Marchaud – the Band Council Member negotiating with J. Briggs – Big Trench project manager. The outcome of this negotiation was Big Trench would allocate 80 jobs in total with 25 (31.25%) of these jobs reserved for subcontractors and 55 reserved for band members. Furthermore, Big Trench would provide training to band members in order to help them get up to speed with the new job. In return, band members will be paid at a slightly lower rate due to their inexperience. The obvious determinant of the outcome was achieving the goals of negotiation (number of jobs and subcontractors). However, other key determinant includes building of trust and relationship between the band and Big Trend. Since the two sides will be working together, trust and positive relationship is essential. Furthermore, with proper training and improvement of relationship with Big Trench, this could lead to potential re-employment for future projects. Lastly, the main reason that allowed a deal to be reached was that neither party had a good BATNA coming into negotiation. The BATNA for each side will be discussed in later section. Negotiation Process Preparation is vital to any negotiation success and this one is of no exception. This includes understand the issues to be discussed, understand my own interest and position for each issues and define my BATNA and bottom-line. Also, I tried framing each issue from Big Trench’s perspective to understand their interest and position hoping to discover win-win
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