510 milestone2
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In addition to submitting a draft of Section III: PIOC Analysis Overview, you will also include Section IV: Communication Strategies of the final project. Section IV asks you to consider the overt and tacit communication strategies that can be used during the negotiations, as well as their benefits and risks. These two sections should be revised, based on instructor feedback, and then submitted as part of your analysis and negotiation coaching recommendations for executive leadership final project,
Specifically, your milestone submission must address the following critical elements:
III. PIOC Analysis Overview
A. Formulate appropriate phrasing for the CHRO’s opening remarks that separate the people from the problems. Your phrasing must be based on principled negotiation practices.
B. Identify case-specific negotiating positions and rephrase them as interests. In other words, Sharon Slade and Alice Jones’ ZOPA and BATNA positions should be referred to as case-specific negotiating interests. For example, one of Alice Jones’ possible ZOPA positions may be to obtain a 52-week severance package, during which her compensation and benefits continue through the severance period. This can be rephrased as an interest by adding Alice Jones’ rationale for this position: 52 weeks of severance allows for adequate time to find a comparable position as well as time for her family to relocate to a new geographic region. You have the option of using a table to illustrate each position and the appropriate rephrased interest (one row per position-interest).
C. Recommend options that can appropriately address the parties’ integrative interests. You will want to use the open, closed, alternative, and leading questions developed in the Module Five assignment to craft an integrative bargaining proposal. Feel free to consider potential creative options that may not be as common.
D. Identify objective criteria that can be used to measure distributive elements of the negotiation. Explain the reasoning for your choices.
IV. Communication Strategies
A. Identify examples of effective overt communication that could be used in this negotiation. Explain the reasoning for your choices. For example, when hearing a proposal from the executive that would be risky from a human resources perspective, how would you respond? Why?
B. Identify situations where tacit communication is important to this negotiation. Provide examples of how you might use such communication at upcoming meetings. For example, if you are making an offer to the executive, what non-verbal cues can you provide to let him/her know the offer is final and you would not be open to negotiating further?
C. Contrast the benefits and risks of using overt and tacit communication methods with respect to this negotiation. For example, might one particular method be more appropriate than the other? Why?
In your submission, you should recommend options that address both parties’ distributive and integrative interests, using both overt and tacit communication prompts that could be used in the negotiation meeting by Sharon Slade.
Consider blind spots that Sharon Slade may have (but may not be aware of) and that Alice Jones may know. You will want to refer to our readings on the Johari window that address this issue. Be sure to address these potential blind spots when formulating the negotiating positions that you will recommend to Sharon Slade. Doing this will increase the likelihood of reaching an integrative, win-win negotiation outcome.
What to Submit
Your paper must be submitted as a three-page Microsoft Word document with double spacing,
WCM_510_Milestone_2example.docx.pdf
WCM 510 Final Project Milestone 2
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Southern New Hampshire University
Tiffani Dalton
[WCM 510 FINAL PROJECT MILESTONE 2]
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WCM 510 Final Project Milestone 2
Opening Remarks
The CHRO’s opening remarks during the negotiation should be made in a formal manner
and be welcoming in nature. Sharon should use principled negotiation, which is an approach to
negotiation focuses on the interests of the parties and emphasizes conflict management and
conflict resolution (NAW, 2008). Sharon should ensure that Alice is separated from the problem
being negotiated so that the decision will be made based on their merit rather than by emotions
or other individuals. Her remarks should be succinct, clear, organized, and well-prepared. Even
though this is a formal meeting Sharon should try to gain Alice’s trust by being open to her ideas
about resolving the issue. Sharon should also summarize the outcome that is desired so that Alice
knows her intent and interests as well.
Case-specific Negotiating
Alice Jones has been with Netflix for 10 years, but has been in her current role as the
operations manager for only 2 years. Netflix recently reorganized her department to focus on
growth, making it difficult for her to perform like she has in the past. Jane Smith was brought in
as the new executive lead of the reorganized division. She has placed Alice on a PIP in the hopes
that her performance will improve so she can get back to the star that she once was. If her
performance does not improve she could be let go. Alice needs to come up with her ZOPA and
BATNA before meeting with Sharon so that she has a game plan in place.
The Zone of Possible Agreement is a potential agreement that benefits both parties of the
negotiation. Alice ‘s standpoint for this position could be that her past experience as a star team
member will be proof that she would do well if she was transferred to another department.
Hence, she would like to be reassigned to another position in the company that would better suit
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WCM 510 Final Project Milestone 2
her abilities. Sharon may decide that this is not an acceptable option, as her performance has
recently declined, and she would like to let her go to make room for another high performing
employee.
The Best Alternative to a Negotiated Agreement is also known as Plan B. Alice would
need to have this in case her ZOPA is denied, or she is unable to negotiate retaining her position
with Netflix. Alice will need to do some research on severance packages before meeting with
Sharon so she has a good idea as to what she should receive. Her Plan B should be a rich
severance package that will allow her the financial stability whilst searching for new
employment. If Alice goes into the meeting with her ZOPA and BATNA in mind, she will be
more successful at obtaining a satisfied answer about her future.
Integrative Interests
In the situation that I am trying to create, both parties are discussing whether or not they
thing that the PIP is working like it was originally supposed to. If not, they will be searching for
other possibilities or opportunities as a solution to the problem. In my scenario, Sharon and Alice
will be brainstorming ideas other than staying in her current position. A suggestion of moving to
another department or area of the organization could be a recommendation. This would retain her
employment with the company and possibly put her in another position that she could excel at
with her strengths. A proposal of a satisfactory severance package could be offered if Sharon
feels that Alice is not improving and would not be a good fit anywhere else. It is important that
all possibilities and/or interests are made known during the negotiation so that neither party feels
as if something was left unsaid.
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WCM 510 Final Project Milestone 2
Objective Criteria
Objective criteria is used when the party’s interests are opposed in order to resolve their
differences. The criteria should be legitimate and practical. Both parties must agree which
criteria is best for their situation. If both sides agree to the validity of the information and see it
as a standard upon which they agree, then it is objective. A good example of this is that Alice
may accept a demotion and salary decrease, but she wants a $70,000 salary. However, Sharon
only wants to pay her $65,000. If the industry standard for the other position has an average
salary of $68,000, Alice might accept $67,000.
Communication Strategies
Overt means done or shown openly or plainly apparent (M, 2016). Using overt
communication, Sharon would state exactly why they are having the meeting and what she hopes
to accomplish in the end. Alice would also state exactly what she is hoping to get out of the
negotiation. Overt communication is laying everything out on the table to analyze and being
straightforward. At the end, there will little to no misinterpretation about what the other desires
or is thinking. The negotiation will move along a lot smoother and quicker with this type of
communication.
Tacit communication will help Alice feel less pressured about immediately agreeing to
the proposed options. It can aid in Alice appearing more willing to consider the options put forth.
Not responding immediately to the negotiated choices will show that she is taking the matter
seriously and would like to think on it.
Tacit communication may cause more issues than resolutions. A negotiation can be
strained with awkward silences and behaviors. The expectations of both parties may not be clear,
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WCM 510 Final Project Milestone 2
which will cause confusion and make matters worse. It would be more beneficial to use overt
communication. It will ensure that nothing is unclear or confusing, and that neither party can
take anything out of context. Making sure that there are little to no misunderstandings will aid in
the negotiations quick and smooth conclusion.
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WCM 510 Final Project Milestone 2
References
M. (2016). Difference between Overt and Covert. Retrieved from
http://www.differencebetween.net/language/difference-between-overt-and-covert/
NAW. (2008). What is Principled Negotiation? Retrieved from
http://negotiation.atworknetwork.com/2008/06/16/what-is-principled-negotiation/
SNHU. (2018). WCM 510 final project guidelines and rubric. Retrieved
from https://learn.snhu.edu/d2l/lor/viewer/viewFile.d2lfile/47577/5251,1/
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