论文代写:牛顿学派之争

14 12月 论文代写:牛顿学派之争

论文代写:牛顿学派之争

如果教师工会决定改变他们的策略从连接分配,那么这将表明,事实上,他们不能依靠,于是谈判协议不可能真的有效吗。承诺的主要原因是我的信念,150万美元的盈余的禀赋效应将促进教师的工会团队做出让步,并帮助他们相互交流。此外,由于承诺的关闭日期附近,因此这使得教师联盟团队在一些问题上妥协。
我知道在这方面是连动或综合性的谈判方法是个性化的,不同的结构可以证明一个团队的标的目的。根据沃尔顿和McKersie(1965),不同种类的框架可以产生分歧。然而,分歧可以得到解决,如果和只有当两个团队同意调整各自的框架。如果谈判是一个相互关联的谈判,那么这将是不恰当的当事人适应分配的谈判策略。在一个相互关联的谈判,如果一个团队决定适应严格的方法,比有可能丧失对对方的信任和信心,因为战略是基本的分配策略的一部分。此外,因为这是不真的很难有关的团队确定的战略,因此这种方法可以创建一个非常负面的影响的谈判过程的整体结果。因此,如果我必须开始一个谈判过程,首先我会选择一个特定的谈判风格,之后,我宁愿继续谈判过程中与相同的风格的谈判,我早就适应了。另一个生动的事情是,如果一个承诺是早于谈判截止日期,然后,而不是妥协的谈判目标,有关各方宁愿妥协自己的目标。这有助于他们的成功和有效地完成谈判协议的目标(尤里,1991)。

论文代写:牛顿学派之争

If the teachers union make a decision to change their strategy from interlinking to distributive, then this will indicate the fact that they can’t be relied upon and hence the negotiation agreement may not really be effectual anymore. The major reason behind why the commitment was made was my belief that the endowment effect of $1.5 million surplus will facilitate the teacher’s union team to make concessions and also to help them to interact with each other. In addition, as the commitment was made near the closing date, hence this made the teachers union team to compromise on some of the issues.

What I learnt in this regard is that whether an interlinking or integrative negotiation approach is personalized, dissimilar kind of structure can demonstrate the underlying purpose of a team. According to Walton and McKersie (1965), diverse kinds of frames can create disagreements. However, the disagreements can be resolved, if and only if both teams agree to align their respective frames with each other. If the negotiation is an interlinking negotiation, then it would be inappropriate for the concerned parties to adapt the distributive negotiation strategy. In an interlinking negotiation, if a team decides to adapt a rigid approach, than the there may be a loss of trust and confidence of the other party because the strategy is basically a part of the distributive strategy. In addition, as it is not really difficult for the concerned teams to identify the strategy, hence this approach can create an extremely negative impact on the overall outcome of the negotiation process. Hence, if I have to start a negotiation process, first I will chose a particular style of negotiation and after that I would prefer to continue the negotiation process with the same style of negotiation which I adapted earlier on. Another vivid thing in this agreement is that if a commitment is made earlier than the cut-off date of the negotiation, then instead of compromising the objectives of the negotiation, the concerned parties would prefer to compromise their own objectives. This helps them to successfully and effectively accomplish the objectives of the negotiation agreement (Ury, 1991).

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