DQ 8-2

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DQ 8-2 Responses

The negotiation position I am choosing to discuss is the Final-Offer Arbitration position. In final-offer arbitration, “each party submits its best and final offer to an arbitrator, who must select either of the two offers and not any other value. Parties may not appeal the arbitrator’s decision.” (Shonk, 2019).

The strength of this particular position is that it forces each side to really sit down and think about what they can and cannot live with and without, and then to put those decisions down in black and white on paper. By taking the negotiation out of the equation, it really compels both parties to put their best foot forward, in the hopes of swaying the arbitrator to their point of view.

The weakness of this particular position is that if you fail to persuade the arbitrator to your side, you could end up with something that is extremely unpalatable and that you then have to live with, as there is no further negotiation or appeal after the decision has been made.

I think this would be an appropriate position to take when two parties have been locked into a battle for an extended period of time, where it seems unlikely that either party is willing to yield. A good case in point might be a protracted divorce settlement, where both sides hate each other to the point that they are no longer willing to be reasonable, or where they are damaging their children with their unending fighting.

Shonk, K. (2019). 5 good negotiation techniques. Retrieved from https://www.pon.harvard.edu/daily/negotiation-skills-daily/5-good-negotiation-techniques/

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There are strengths and weaknesses within every agreement, the same goes for negotiations in public administration. Good administrators and other public officials in policy making hold a very distinct approach when it comes to negotiating terms. Their job is to convince their constituents that new policy is necessary, or mandates to previous policies implemented. Administrators are successful when they can illustrate how the policy can have a positive impact on government. There are times where negotiations will be one sided and harder for administrators to sell their constituents on the policy being proposed. These are circumstances such as schools closing. This is not popular among the public but may be necessary because the school is not producing academic achievement. In these situations, administrators base their decisions solely on results, through analyzing testing scores and graduation rates. Also, this allow governments to fund other schools that are having more successful outcomes. When officials are successful at negotiations, they are able to convince the public of what needs to be done. This is done mainly through trust of other previous successful negotiations that achieved positive results.

Public administrators are faced with different scenarios and are tested on a daily basis. One of the public administrator duties entail grant writing, grant management and overseeing of the programs. According to Agranoff and McGuire (2004) “Bargaining can be large scale, where stakes are high and political action is just as important, if not more so, as administration. Jurisdictions also bargain over daily, routine problems, which are no less significant for the manager.” Some of the strengths of partnering with agencies for grants include maximizing resource usage. One example can be providing a healthy eating program for kids after school. This grant will allow our city to not only offer recreational programs for children but also healthy eating options after school. The city has funding for the programming portion, but not for the food program, therefore partnering with this agency helps out. Weaknesses of grant programs sometimes entail the amount of time consumed by redundant paperwork. The administration cost increases for managing the grant program, which at times may not be cost effective. One has to negotiate the grant terms with the agency to make sure its cost efficient for both agencies. Negotiating and bargaining is important to make sure both agencies benefit from the grant funding.

Reference

Agranoff, R., & McGuire, M. (2004, October 1). Another Look at Bargaining and Negotiating in Intergovernmental Management. Journal of Public Administration Research & Theory, 14(4), 495-512. doi:https://eds-a-ebscohost-com.lopes.idm.oclc.org/eds/detail/detail?vid=0&sid=89f80fd0-01e8-493a-8257-be36d5f0827d%40sessionmgr4007&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ%3d%3d#db=edsjsr&AN=edsjsr.3525