Managerial Decision making essay 6 Example | Topics and Well Written Essays - 1250 words

Managerial Decision making 6 - Essay grammatical caseDespite the enormous pressures through sanctions and other measures by the US and its allies, Iran has held ground that it will not shutdown its atomic programs. After many rounds of negotiations, it is clear that the US cannot achieve its goal of convincing Iran to stop its nuclear programs and hence this stalemate will have to be addressed by start outing the negotiation circuit board using other approaches. In a stalemate negotiation, the issues of concern must shift from hard-line positions to unsanded ones, which will ensure that the fears of each group are met and addressed. In this case, the solution shifts from a competitive approach where each group wants to win, to a new approach where each group wins, that is, a win-win solution (Bazerman & Moore, 2009). In these negotiations, the issues always boil down to US wanting to reduce Irans nuclear infrastructure and Iran pursuance to maintain them, which leads to a stal emate at the end. In such a negotiation, it is important to identify the issues of pledge between the two parties, then the issues of contention and hence decide where to compromise and also where necessary gain up with new solutions discussed together on the table. Further the two groups must now frame the agendas of the negotiations in a more promising way. Like in any negotiation, cognitive mistakes can happen in such a negotiation. Such mistakes include irrational escalation of commitment, self serving biases, negotiator cocksureness and issues and bother framing. To avoid irrational escalation of commitment, it is important to have an external advisor, who warns the group when they start acting irrationally when in the heat of the negotiations. In addition, to self-serving biases, it is important for negotiators to listen to others and consider their motivations for their positions in the process (Foreman & Selly, 2001). Negotiator overconfidence may lead negotiators to bel ieve that their