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Read the Case Study and write 2-3 page APA Style
Case Study 1 “Get Past No” – Page 5
The scenario is about Marty Spence and outlines the five-step strategy described in the book “Getting Past No: Negotiating with Difficult People” by William Ury.
The only APA requirement I am grading you on is the cover page and reference page; see APA Sample I attached to the assignment list. 5 pages (including Cover page and reference page) minimum.
Please double-space, use Times New Roman 12 point font, with one inch margins.
The purpose of each case is to augment the course content with applications that enable you to apply text materials to a scenario and relate to that problem using what you have learned.
In your own words describe in detail what you learned from the case and strategies outlined.
Get past no(Page # 5)
Marty Spence was logging off his computer on Friday afternoon and
eagerly looking forward to picking up his family to head to their lakeside home
for the weekend. His boss suddenly appeared and said, “Marty, I need you to
finish the Delcourt proposal so it’s on their desks first thing Monday morning.
I’ve got to catch a plane. No problem, right? I know I can count on you.”
Spence quickly calculated that it would take most of the weekend to finish
the proposal. Everyone else had already left, and his boss was headed for the
door. The job would be dumped in his lap if he didn’t say something fast. He was
furious; this wasn’t the first time his boss had asked him to take care of a problem
he should have handled himself. What should he do?
As William Ury, author of Getting Past No: Negotiating with Difficult People
(Bantam Books, 1991), explains, we all have to negotiate at times with difficult
people. They might be stubborn, arrogant, hostile, greedy, or dishonest. Even
ordinarily reasonable people can turn into opponents: A teenage daughter can
be charming one moment and hurl insults at you the next. Your boss can be
collaborative and understanding most of the time but make unreasonable
demands on a Friday afternoon.
Holding your ground. Dealing with difficult people can be challenging, and
doing it effectively calls for special skills.
In Getting Past No, Ury describes his five-step strategy for dealing with hard
bargainers and difficult people. He calls his method “breakthrough negotiation,”
a way to “change the game from face-to-face confrontation into side-by-side
problem-solving.” (See the sidebar “Breakthrough Negotiation.”)
When his boss demanded his help, Marty Spence’s first impulse could have
been to strike back. “You’ve had three months to work on this proposal, and I’ve
asked several times if you needed help. I’m not giving up my weekend plans to
bail you out at the eleventh hour.” If he chose this path, he would be standing up
for himself but possibly jeopardizing his relationship with his boss. Alternatively,
he could have caved in and said, “Sure, you can count on me.” Then he would have
PROGRAM ON NEGOTIATION
6 To subscribe to Negotiation Briefings, call +1 800-391-8629, write to negotiation@law.harvard.edu, or visit www.pon.harvard.edu.
had to face his disappointed family and deal with his own anger at having been
unfairly used.
Another option would have been to try to engage his boss in joint problem
solving. “You’ve got a plane to catch, and I’m headed out the door to pick up my
family. It’s important that I be there on time. I’d like to help you. I wish I had
known about this earlier. Let’s see what ideas we can come up with.” This response
acknowledges the boss’s predicament—he has a plane to catch—while establishing
that Spence has his own commitment. It suggests that together they may be able
to come up with a solution (e.g., bring in someone else to help, each cut their
weekend short by a half day, submit an incomplete report, or tell the client the
report will be delivered at the end of the day on Monday).
When you need to just say no. Sometimes, even with joint problem solving,
you need to convey a firm and clear “no.” No, you won’t work all weekend. No,
your household budget cannot afford a new Jaguar. No, your assistant can’t work
from home two days a week. No, it’s not acceptable that your supplier’s delivery
will be a month late. How do you say no while still preserving the relationship?
In his book The Power of a Positive No: How to Say No and Still Get to Yes
(Bantam, 2007), Ury suggests sandwiching the no between two “yeses.” First, say
yes to your own interests and needs. Then say no to the particular demand or
behavior. Finally, say yes as you make a proposal.
In the case of the assistant wanting to work from home, you may learn about
her interests and still decide that they aren’t compelling enough for you to agree to
her request. You first explain your interest: “I want to have our team here working
together and sharing ideas. I value your contribution and need you to be part of
that team.” Then comes the no: “I understand your concerns about the long
commute, but I’ve decided that you can’t work from home two days a week.”
Finally, a proposal: “We can talk about having you work from home occasionally,
and we can talk about arranging your hours differently so you avoid peak
commuting hours. Or we can discuss reassigning you to a different job where
it’s not as important for you to be her
and plan how you might react.
Conside the following golf analogy. Jack Nicklaus says that every golfer
should regularly take a lesson that focuses on basics such as grip and alignment,
because if your setup is sound, there’s a decent chance you’ll hit a reasonably
good shot. Similarly, every skilled negotiator should do a prenegotiation
inventory. Ask yourself, What are my goals? What is my strategy? What is my
walkaway point? Like the proper setup in golf, if you plan your negotiation with
focused preparation, you improve your chances of ending up with a good outcome.
Build a golden bridge. Once you have brought your difficult opponent to
the table, you may need to build a “golden bridge,” Ury’s term for letting your
opponent save face and view the outcome as at least a partial victory. Even when
your boss comes into your office on Friday afternoon with an inconsiderate
request, you need to say no in a way that conveys your respect for him as your
boss. And you want your assistant to feel that you appreciate her contributions,
even if you can’t agree to let her work at home. Finally, you want you
Sample Solution
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