Strategy is needed in the negotiation process. Strategy is shaped by forces and politics, either as organizational behavior in the external environment (macro) or as processes within the organization (micro). Sustainable strategy change requires political will within an organization.
This was conveyed by Eka Yuliana, a Telkom University lecturer when presenting as a guest lecture on Strategic Decision Making and Negotiation in the BLEMBA67 Master of Business Administration class at SBM ITB on Monday (3/4). Eka’s presentation was entitled “Understanding Integrative Negotiation: How to Create Values.”
According to Eka, the interrelationship of macro and micro forces is influential in bringing the company to success. For example, when consumers order food from an application, consumers initially think that the system only involves application owners, food sellers, and drivers who deliver them. However, when looking at the macro relationships, many other companies have intermediate relationships, so the food ordering process runs smoothly. This is called a support system.
Based on Kurt Richardson & Andrew Tait’s theory of confronting complexity, people interact to change their intentions in several ways. Even when goals are perfectly aligned, potential divergence creates phantom confrontations.
“People’s behavior is determined by what they believe others will do, not by what others claim they will do,” said Eka.
When making integrative negotiations, there will probably be interaction over issues. Generally, the parties involved in an issue have different values, interests, and goals.
“Each party will usually be involved by several concurrent issues, which they may relate to,” added Eka.
In management, the goal is to help people solve problems. By paying more attention to the analysis of human (actor) behavioral factors related to the use of modeling in problem-solving, it is possible to integrate insights from various approaches to improve the practice of model-based problem-solving.